Design Strategy

4113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group INFO~TECH Were pleased to give you access to: Design an Enterprise Architecture Strategy (/research/ss/desig |-enterprise-architecture-strategy) Simply activate the link we just emailed you (It's that easy!) Fyou haven't received it, we'd be happy to resend (/registrations/request_email_veri cture-strategy) it. ant full access to our research? Speak to Us Now “Tetley asec ta Dltehconronae) J pie hc 1 seen 40 penuh conv romifeaie rons) tng adel paw notech con/bonnelnerpaechtectetsatsypeteg ade 1 Senter 4 pean Model to nmtch con Browanetrpieehctl Design an Enterprise Architecture Strategy Develop a strategy that fits the organization's maturity and remains adaptable to unforeseen future changes. 10 Book Analyst Call & Download Researc Book a Workshop hitpswww.nfotech.comiresearchss/design-an-enterprise-architecture-stategy4113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Webinar Design an Enterprise Architecture Strategy hitpswww.nfotech.comiresearchss/design-an-enterprise-architecture-stategy 21864113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group hitpsuww.nfotech.comitesearehssidesign-an-enterprise-architecture-trategy4113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group hitpsuww.nfotech.comitesearehssidesign-an-enterprise-architecture-trategy 41864113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group hitpsuww.nfotech.comitesearehssidesign-an-enterprise-architecture-trategy4113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group hitpswww.nfotech.comiresearchss/design-an-enterprise-architecture-stategy 61864113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group hitpswww.nfotech.comiresearchss/design-an-enterprise-architecture-stategy4113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group hitpswww.nfotech.comiresearchss/design-an-enterprise-architecture-stategy 51864113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group hitpswww.nfotech.comiresearchss/design-an-enterprise-architecture-stategy ies4113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group hitpsuww.nfotech.comitesearehssidesign-an-enterprise-architecture-trategy 1018s4113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group live hitpsuww.nfotech.comitesearehssidesign-an-enterprise-architecture-trategy ‘1864113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group hitpsuww.nfotech.comitesearehssidesign-an-enterprise-architecture-trategy 121864113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group > The enterprise architeetre (RA) team is constanty challenged to articulate the value of its function. >» The CIO has asked the RA team to help articulate the business value the team brings. > Traceability from the business goals and vision tothe EA contributions often doesnot exist > Also, clients often struggle with complesity, priorities, and agile execution Our Advice Critel night > EA.can deliver many benefits to an organization. However, to increase the likelihood of succes, the BA group needs to deliver vale to the business and cannot be seen solely as IT > Support from the organization is needed, > An EA strategy anchored in a value proposition will ensure that BA focuses on driving the most critical outcomes in support ofthe organization's enterprise strates. > As agility is not just for project execution, architects need to understand ways ta deliver their guidance to influence project execution in real time, to enable the enterprise ailty, and to enhance their responsiveness to changing conditions. Impact and Resut > Create an EA value proposition based on enterprise needs that clearly articulates the expected contributions ofthe EA function >» Establish the BA fundamentals (vision and mission statement, goals and objectives, an principles) needed to position the BA funetion to Identify the services that EA has to provide to the organization to deliver on the promised value proposition Design an Enterprise Architecture Strategy Research & Tools te Sategy Deck - Agude to bao [Establish aneffetive EA function that wil realize value forthe organization with an RA strategy 1-Design an Enterprise Ar ra sence hat your EA function il rove tthe organization ‘An EA strategy isthe fist step to renting an effective FA fanetion; only by first demonstrating the value of FA to organizational stakeholders ‘an the BA funetion operate to generate value © Design an Enterprise Achat Saepy = Phases 14 tsoneinftech comes deign-an- seep architecture -statey-pase1-4) hitpswww.nfotech.comiresearchss/design-an-enterprise-architecture-stategy 131864113124, 2:39 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group 2 EA Function Stategy Template ~ A communication tool to secure the aproal ofthe EA sategy fom organizational stakeholders ‘Use this template to document the outputs ofthe EA strategy and to communicate the EA strategy for approval by stakeholders BEA Eunetion strategy Template btps:fwon infotech com/research/es-functon-srtegytemplate) ake rs and eco. + Power Map Template -Atempateohlpvisule the importance of various stake "enti and prioritize the stakeholders that are important to your TT strategy development effort Stakeholder Power Map Template (https: Jwon inftech com/researcyit stakeholder power.map-templte) 4 PESTLE Analysis Template ~Atempae to fl you complete and document @ PESTLE ans Use this template to analyze the effect of extemal factors on IT PESTLE Analysis Template (tttps:Jwnw inftech com/researehpeste-analysis-templats) 5 EAVebe Proposition Template ~ A templet to communicate the vale EA can provide tot ‘Use this template to ereate an FA value proposition that explicitly communicates to stakeholders how an EA function can contribute to addressing their needs EAVale Proposition Template (hts: infotech com/research/ea-vale- proposition tem mises of value from te EA val 6 EA Goals and Objectives Template -&terlate to enti the EA goals that suppr she dene post ‘Use this template to help set goals for your FA function based onthe FA value proposition and identity objectives to measure the progression towards those FA goals, (EA Goats and objectives Temp Ao (ps:fwwn nftech com/reserch/e.goal-and-objectives- template) 7 FA prin emplate~Atemplate ode the universal Epic eleva to your organization Use this template to define relevant universal KA principles and create new EA principles to guide and inform IT investment decisions © EA Principles Template - EA Strategy (hts:/wwn infotech.com/rescarch/eaprincgls-lemplatereastategy) 8. EA Serie Penning Tool~ & tempat to ident the ER series your organiza will vie adler on he EA value pe ‘Use this template to identify the FA services relevant to your organization and then define how those services willbe accessed, © EA Service Planing To! (tps: Jwuinfotech com/researchea-service pl tol) 1 Book Analyst Call & Download Research $@ Book a Workshop hitpswww.nfotech.comiresearchss/design-an-enterprise-architecture-stategy 14i8s4113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Member Testimonials ‘After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our ‘esearch helped them achieve. Seo our top member experiences fo this blueprint and what our clients have to say. 9.4: $66,352 34 vera rsa average $ Saved verge Daye Saved Stone Experience Impact Saved Saved estioniat mr " ow PHI ~ Department of Planning, Guided Implementation 9/10 813759 10 Housing & Infrastructure Ministry of Industry, Innovation Science Workshop ro/10 864999 120 ‘ane Technology ‘The bet pat washavng anew undestaneng of what my Minit shuld be tying accomplish and replicate to oes Mites ard Deparimente 2. Read More Halifax Port Authority (Guided Implementation 8/10 ‘$50,000 20 "itn proved an excaent overview of nf-TeesEnerptceArctecture strategy blueprint nling More eigorysanes, workshops, and cons. Rese Load More Testimonials © “~y_ Enterprise Architecture EA teams need to understand the dynamic relationship between organizational complexity, operational maturity, and stakeholder value. This relationship forms the foundation fr building value-driven roadmaps anchored in stakeholder needs. This course makes up art of the Service Planning & Architecture Certificate. /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 151864113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Executive Brief hitpswww.nfotech.comiresearchss/design-an-enterprise-architecture-stategy 161864113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group hitpsuww.nfotech.comitesearehssidesign-an-enterprise-architecture-trategy 171864113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group hitpsuww.nfotech.comitesearehssidesign-an-enterprise-architecture-trategy 161864113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group hitpsuww.nfotech.comitesearehssidesign-an-enterprise-architecture-trategy 191864113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group hitpswww.nfotech.comiresearchss/design-an-enterprise-architecture-stategy 201864113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group hitpswww.nfotech.comiresearchss/design-an-enterprise-architecture-stategy 211864113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group hitpswww.nfotech.comiresearchss/design-an-enterprise-architecture-stategy 221864113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group hitpswww.nfotech.comiresearchss/design-an-enterprise-architecture-stategy 231864113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group hitpsuww.nfotech.comitesearehssidesign-an-enterprise-architecture-trategy 24064113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group live hitpsuww.nfotech.comitesearehssidesign-an-enterprise-architecture-trategy4113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group hitpswww.nfotech.comiresearchss/design-an-enterprise-architecture-stategy 261864113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Subtitles Nosubtites Now Playing: Executive Brief [An active membership is required to access Info-Tech Academy 15e Modules: mated Completion Time: 1 hour tured Analyst: taro, SVP Reseach &Aery usta, Rene Deca nee chee Workshop: Design an Enterprise Architecture Strategy Workshops offer an ery way to accelerate your projet Hou are unable odo the pret yours, anda Guided Implementation isn't enough, ‘wo offer low-cost delivery of our project workshops. We take you through every phsse of your project and ensure that you havea roadmap in place to complete your project successfully. Module Map the EA Contributions to Business Goals ‘The Purpose oy Benefits Achieved Aetvties outputs hitpswww.nfotech.comiresearchss/design-an-enterprise-architecture-stategy 27864113124, 239 AM Mole 2 Design an Enterprise Architecture Strategy | Info-Tech Research Group eg EA contest el seve te sine gl > ee EA comrbton anaes ama eae ple Determine the Role of the Architect in the Agile Ceremonies of the Organization The Purpose ‘rate udetanding about learn Apes ey Benefits Achieved Undesanding othe leo he EA architect in Age oromanion Aetvties a a Bocuneot bo Ale ceemony wel in th onanation ase on Sate orate Ae proces. Determine whith exemoni the stem aie wl arte prices arian 0 Dscuss Tis Workshop outputs > bewnsed wh ene he stem ect alparcpte > owned whieh amen eens weet ning Design an Enterprise Architecture Strategy Develop a strategy tat ts the ogarizatins maturity and remains adepable to unforeseen future changes. ExECUTIVE BREF Bui a righsize enterprise architecture ststegy en te iscsi > tnd pn! Pane cos Son i eects > Sosinas Arto Security Aritaesre > Resins Biers > Dota Artiteture > eckonlogy Architecture > seperti Fest pas > > trims > tt : > ime > Sours : > orperesie /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy ar ere, Sahl stoop raed abAge eve Deyed Optine sl Cane Atge4113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Enterprise Architecture - Thought Mosel —a Prenat Bediong tre nate mine ga aon ‘coals Enterprise architecture creates new ‘business value erations Emterpriae Architecture Capabities ‘analyst erspectve Enterprise architecture (EA) needs tobe right sized forthe needs ofthe organization. [Enterprise architecture is NOT a one-size-fits-all endeavor. It needs tobe right-szed tothe needs ofthe organization. Enterprise architects are boots on the ground and part of the solution; in addition, they need to have a good understanding ofthe corporate ‘strategy vision, and goals and have a vested interest onthe optimization of the outcomes forthe enterprise. They also need to anticipate the ‘moves ahead, 0 be able ro determine future trends and how they will impact the enterprise. Milena Litoiu Prinepal/Sentor Director, Enterprise Architecture Info-Tech Research Group /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy4113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group ‘Analyst Perspective A provides business option based ona deep understanding ofthe organization. “Enterprise architects need to think about and consider dtferent areas of expertise when formulating potential business options. By ‘understanding the context, the puzzle piees ean combine to creat a positive business outcome that aligns with the organization's strategies. ‘Sometimes there willbe missing pieces; leveraging what you know to create an outline ofthe pieces and collaborating with others ean provide a ‘general direction.” Jean Bujold Senior Workshop Delivery Director Info-Tech Research Group “The role of enterprise architectures to eliminate misalignment between the business and TT and create value forthe organization.” Reddy Doddipalti ‘Senior Workshop Director, Research Info-Tech Research Group “Every transformation journey isan opportunity to learn; ell me and I forget. Teach Franklin.” nd I remember. Involve me and [learn Benjamin Graham Smith Senior Lead Enterprise Architect and Independent Consultant Develop an enterprise architecture strategy tat > Helps the organization make decisions that are hard to change in a complex environment, > its the current organization's maturity and remains exible and adaptable to unforeseen future changes. Executive Summary Your Chalenge ‘We need to make decisions today for an unknown foture. Dessions are inluenced by: > Changes in the environment you operate, > Complexity of both the business and IT landscapes. > ITs difficulty in keeping up with business demands and remaining agile > Program/project delivery pressure and long-term planning needs, > Other internal and extemal factors affecting our enterprise common Obstacles Decisions are often made: » Without a lear understanding ofthe business goals. > Without a holistic understanding; sometimes in confit with one another, > "That hinder the continuity ofthe organization, > That prevent value optimization at the enterprise level, ‘The more complex an organization, the more players involved, the more dificult its to overcome these obstacles, Inf-Tet's Approach » Isa holistic, top-down approach, fom the business goals ll the way to implementation > Has BA act a the canary inthe coal mine, FA will identify and mitigate risks in the organization. > Enables EA to provide an essential service rather than be an isolated Kingdom or an ivory tower. /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 301884113124, 239 AM > Makes decisions using guiding principles and guards sali InfoTech insight Design an Enterprise Architecture Strategy | Info-Tech Research Group > Acknowledges that EA is balancing act among competing demands. to create a leibe architecture that can evolve and expand, enabling enterprise “There is mo “right architecture” fr orgenizations of ll sizes, maturities, and cultura contexts. The value of enterprise architecture can only be ‘measured agains the business goals of single organization. Enterprise architecture needs tobe right-sized for your organization. InfoTech insight summary on ach. agity ‘Continous imovation sof paramount importance in achieving and maintaining competitive vantage nthe marketplace Wissoporet one eee Aeisions to basins ols As sings vl Ageylenaetteare anions ‘oli ‘ato baaetine nthe trates fundies wl shape how enereie arc ‘hk and ow they eagage wth be organation, seh dosihne they mak, ‘Sat smal and leaned vl eed Continua aia saa with dete Archos bead ets hers bse paroena wel atinplmetatin/ ley eters, etc ing ‘ake Ape opprenie tpt yor see orth Defions of enero sevice should trom he snc ls othe epciantion an th capable IT sae. utc no "Wa savcscdiferbased on als maturiy, antheAl sppette ofthe energie, From the besindusty experts “The ick o geting valu fro enterprise arcitcture isto commit fo the long haul” Jeanne W. Ross, MIT CISR (Co-author of Enterprise Architecture as Strategy Creating a Foundation for Business Execution, /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 11864113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Enterprise Architecture matutity > oss Partner ~Hepandsthe Basin ‘toe ce ances che Buse Prat Arca Sey Egat EAneedsto > “trast Operstr = pins the sien be here ‘ape ns ats Dp Aah Ahn AT Pst > Preiter Support tease EAlshere Info T0ch insight “There is mo “absolute maturity” for organizations of al sizes, maturities and cultural contexts The maturity of enterprise architecture can only ‘be measured against the business goals ofthe organization, Info-Tech offers various levels of support to best suit your needs wot enema top mang Prjctapmanyeobwrhietrine mene oranntoSueminewirto™ puted finmedly Cornette teimolietae eo ‘Saalay eas gels Eatteederacacgicmsoed — Siivwissavenrmssessimmes — Wesedaane ew ewer ps Nieperomec™ nda” commer” Diagnostics and cons'stnt frameworks used troughou all ou options Workshop Overview Contact your account representative for more information, workshops@infotech,com (mailto: Warkshops@InfoTech,com)1-888-670-8889 /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy4113124, 239. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group ssa eu ETouey Be Soucame Soe vacate stews apne ‘nt mpc Spchone = Silene sate Lacie ap Stueweg Sago ore va aces, ened ‘rae mma = ‘31D the Ba pose suds agcranee sof BA Prisples rethesleyazlty sus Crete the EA vison ‘td nisonaitenen ‘Seca 14s Dee inal Ea Sperting ode sed ovemance mechani, 42 Dele teat edservce the EA sls |44Deernine 44Coste FA conden toca tee ‘Banforskolere “Eaten Seemed eae Sekcmatn pe esp aeapty a ‘53 Genre workshop ace ete ‘Guided plementation A Guided Implementation (GI) isa series of calls with an Info-Tech analyst to help implement our best practices in your organization. Atypical Gl is 8 to 12 calls over the course of 4 to 6 months. ‘While variations depend on the maturity ofthe organization as well sits aspirations these are some typical steps: Phase 1 > Call #3: Explore the role of EA in your organization, Phase? > Call #2: identify and prioritize stakeholders. > Cal #a: Use a PESTLE analysis to identify usiness and technology needs » Call #4: Prepare for stakeholder interviews. > Call #5: Discuss your KA value proposition Phases > Call #5: Understand the importance of EA fundamentals > Call #6: Define the relevant EA services and their contributions to the organization, > Call #7: Measure EA effectiveness Phase & > Call #8: Build your EA roadmap and communiation plan, > Call #9: Discuss the BA role relative to agility: > call 9x Summarize results and plan next steps /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy4113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Design an Enterprise Architecture Sategy Phas 1 plore the Role of Enterprise Architecture srorench ‘te a > tata Agee > :xbutaeoe le pepania Ths phase wil walk you tough the following atts Define the role of the group and diferent roles inside the enterprise architecture competency. This phase ivcves the fllowingpatipans > clo » I Leaders > Business Leaders Enterprise architecture optimizes the outcomes of the entre organization ‘Corporate Strategy ~) Enterprise Architecture Strategy InfoTech insight Enterprise architecture needs to have input from the corporate strategy ofthe organization, Similarly, FA governance needs tobe informed by corporate governance. If this snot the ease its lke planning and governing with your eyes lose. Easting A functions vary inthe value they achieve cet the level of maturity pnt > ey tiated eh eee ona eae Decent eds me etnpoeety ——teaty > Little cette (Source: Booz &Co,, 2009) Benes of enterprise architecture 1. Focuses on business outcomes (business centriity) 2, Provides traceability of architectural decisions to/from business goals ‘9. Provides ways to measure results /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy i8684113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group 4. Provides consistency across diferent lines of busines establishes a common vocabulary, reducing inconsistencies 5. Reduces duplications creating additional efficiencies at the enterprise level 6, Presents an actionable migration tothe strateg/ vision, through short-term milestones/steps Benefits of enterprise archtecture continued 7. Done right, increases agility 8, Done right, reduces costs 9. Done right, mitigates risks 10. Done right, stimulates innovation 11, Done right, helps achieve the stated business goals (eg. customer satisfaction) and improves the enterprise agit 12, Done right, enhances competitive advantage of the enterprise uals ofa weltestabished and practical enterprise architecture 1. Objective 2. Impartial ‘Credible 4. Practical 5. Measurable ‘Source: University of Toronto, 2021) Roe ofthe enterprise architecture > Primarily o set up guardrails for the > Establish strategy > Establish priorities > Continuously innovate Establish enterprise standards and enterprise guardrail to guide Solution/Domain/Portflio Architectures > Align with and be informed by the organization's direction erprise, so Agile teams work independently in a sae, ready-to-integrate Meriers ofthe Arcitecture Boar (Chief (Business) Strategist Lead Enterprise Architect > Business SME from each major domain > SME from each major domain > Operational & Infrastructure SME > Security & Risk Officer > Process Management > Other relevant stakeholders /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy4113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group For enterprise hiteeture to contibute, EA must adress the orgenizational vision and goals tera actors ~ ayers ofa Bela Bode Aan Spe crate elite nes sino tity Me i spats > Tet InfoTech insight [External forces can affect the organization asa whole; they need to be included as part of the holistic approach for enterprise architecture ow does EA provide value? Business and Technology Drivers ~A set of statements created from business and technology nee. Gathered from information soures, itcommunicates improvements needed, > Vision, Aspirations, Long-Term Goals - Vision, aspirations, longterm goals » BA Contributions ~ EA contributions that wil alleviate obstructions. Removing the obstructions wil allow KA to help satisfy business and technology needs > Promise of Value A statement that depicts a concrete benefit that the EA practice can provide forthe organization in response to business and technology divers, InfoTech insight Enterprise architecture needs to ereate and be part ofa culture where decisions are made through collaboration while focusing on enterprise wide efficiencies (eg, redueed duplication, reusability, enterprise-wide cost minimization, overall security, comprehensive risk mitigation, and any other cross-cutting concer) to optimize eoeporate business goals The EA function scopes intuenced bythe EA vale proposition and previously developed EA fundamentals "Establish the BA funetion soope by using the FA value proposition and BA fundamentals that have already been developed. After defining the EA funetion scope, refer back to these statements to ensure it accurately reflects the EA value proposition and BA fundamentals Avalue proposition eae Organs coverage pln acim p : Ancestral mina EA isin tnement arth Aga ebetien Tine barca /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 361884113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group EA team chaactrstis ‘reste the optimal EA strategy by including personel who understand abroad set of tpi inthe erganizaton "The tam assembled to crete the EA strategy willbe defined asthe "FA strategy creation team" inthis Blueprint. > Someone wi has been in the organization fora longtime and has built strong relationships with key stakeholders. Tis individual ean ‘exert influence and become the EA strategy sponsor. > An individual who understands how the dtferet technology components in the organization suppor its business operations. > Someone in the organization who can communicate TT concepts to business managers in a language the business understands > An individual with a strategy background or perspective on the organization, This individual will understand where the organization is headed, > Any individuals who fel an acute pain asa result of poorly made investment decisions. They can be champions of EAs respective functions. egy in their A skis and competencies ‘Apart from bsiness know-how the EA team shoud have te following sis > Architectutal thinking > Analytical > ‘Trusted, credible > Can handle complexity > Can change perspectives > Can learn fast (business and technology) > and steadfast > to go against the stream > Able to understand problems of others with empathy > Ableto estimate scaling on design decisions suchas model patterns > Inteinsie capability to identify where relevant details are Able to identify root causes quickly Able to communicate complex issues clearly > Ableto negotiate and come up with acceptable s > Can model well > Ableto change perspetives (rom business to implementation and operational perspectives) ations Use of enterprise architecture methodologies Bolance EA methodologies wit Alle approaches ‘Using an enterprise architecture methodology i a good starting point to achieving e common understanding of what thet i. Often, ‘organizations sgreeto “alos” methodologies to their needs ‘The use oflean/Agile approaches will increase efficiency beyond traditional methodologies. Use of EA methodologies vs. Agle methods When touse what? > Use an existing methodology to structure your thi and approaches, > Customize the methodology to your needs; make it as lesn as possible. > Execute in an Agile way, but keep in mind the thoughtful checks recommended by your end-to-end methodology. king and establish a common vocabulary to communicate basi concepts, processes, /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 371864113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Charity goals. Have good measures and metrics in place Continuously monitor progress, for purpose, ee Highlight risks, roadblocks, ete. Get suppor. Communicate vision, goals, key decisions te erate, Business strategy fst EA strategy second and EA operating model thd conpartesrtegy Wey ance me EAsrate snes FFOperting Cate nopesting Mose! High evel perspective ‘Creating an effective practice involves many moving pats. ‘Source: The Center for Organizational Design) » Environment. Influences that are external othe organization, such as customer perceptions, changing needs, and changes in ‘technology, and the organiation’s ability to adjust to them. > ‘Strategy. The business strategy defines how the organization adds value and acts asthe rudder to direct the organization (Organizational strategy defines the character ofthe organization, what it wants tobe is values, its vision, its mission, ete, > Core Process. The flow of work through the organization > Structure. How people ere organized around business processes. Includes reporting steutures, boundaries, roles, and responsibilities. ‘The structure should assist the organization with achieving its goals rather than hinder its performance > Systems. Interclated sts of tasks or activities that help organize and coordinate work, > Culture. The personality ofthe organization: its leadership style attitudes, habits, ‘wel philosophy is translated into practice. > Results. Measurement of how well the organization achieved its goals » Leadership. Brings the organization together by providing vision and strategy; designing, monitoring, and nurturing the culture; and fostering agi. snd management practices, Culture measures how ‘The answer othe strategic planing entity lemma is enterprise architecture Enterprise ecttetue is ciscptin that defines the structure and operation ofan organization. The intent of enterprise architecture iso determine how an ‘organization can most effectively achieve its current ad future objectives, /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy4113124, 233 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Basins curate mere be ean > searertcy > st etmasgeeat > sing eniny > Dataset > grey > Aton doen > euearaptey > ng cbiey acne arg aa repeat > ing cpity > rset soit > iearantcy > atiecseries > ig cnity > appa Seog > ienretcy > peinoranier > eerantcy > svenatity ome reine ancy eames eae wed nh carp sa pt A spans atoss all the domains of architecture ‘Business architecture isthe cornerstone that sets te foundation forall other architectural domains: security, data, eppleation, and technology. Enterprise Architecture =)@= “An enterprise architecture practic is both difeult and costly to setup. Its normally built around a process of peer review and involves the ‘time and talent of the strategie technical leadership ofan enterprise.” (The Open Group Architecture Framework, 2018) Enterprise architecture deployment continuum Level of Embedding ae a fae EAvanie coer Info-Tech insight ‘The primary question during the design of the FA operating model is how to integrate the EA function with the rest ofthe business, /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy4113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Ifthe BA practice functions on ts own, you end up with ivory tower syndrome anda dictatorship, ‘you totally embed the FA funetion within business units it will become siloed with no enterprise value. Organizations need to balance consistency atthe enterprise level with creativity from the gras rots, Enterprise vs. Progran/Potfolo/Domain Enterprise vs. Program/Portfolio/Domain cee cea Pro Pee eid eres esd cc Enterprise Scope Program/Portfolio Scope InfoTech insight Decisions atthe enterprise level apply across multiple programs/portalios/solutions and represent the guardrails set forall to play within. Decide onthe degre of centralization Larger organizations with multiple domains divisions or business units will need to decide which architecture functions will be centralized and ‘which, if any, wil be decentralized as they plan to scope their FA program. What are the core functions tobe centralized forthe BA to deliver the greatest benefits? ‘Typiealy, we see a need to havea centralized repository of reusable assets and standards aross the organistion, while other approaches/standards can operate locally ‘entatzation > Allows for more strategie planning > Visibility into standards und assets across the orgenization promotes rationalization and cost savings > Ensures enterprise-wide assets are used > More strategic soureing of vendors and resellers > Can centrally negotiate pricing for better deals > asier to manage rsk and prepare for audits > Greater coordination of resources > Derives benefits from enterprise decisions 2g. integration. Decentalzation > May allow for more innovation > May be easier to demonstrate local eompliance ithe organization is geographically decentralized > May be easir to procure software ifofies are in diferent countries > Deployment and installation of software on user devices may be easier /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 401864113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group EA stategy Whatis the role of enterprise architecture vis-bis business goals? > What needs to he done? > Who needs tobe involved? > When? > Where? > why? > How? ‘Top-down approach staring from the goals ofthe organization ‘What the Business Sees... > Business Goals > Value Streams ‘What the Cx0 See: > Capsbiltes ‘What the App Managers Se > Processes > Applications ‘What the Program Managers See... > Programs/Projects InfoTech insight Being abe to answer the deceptively simple question “How am I doing?” requires traceability to and from the business gols tobe aebieved all ‘the way to applications, to infrastructure, and ultimately, tothe funded initiatives (portfolios, programs, projects, et.) Measure EA strategy effectiveness by tacking the benefits it provides tothe corporat business goals, ‘The sucess ofthe EA function spans across tree main dimensions: 1. The delivery of BA-enabled business outcomes that are most important othe enterprise. 2, The alignment between the busines and the technology from a planning perspective 3. Improvements in the corporate business goals ve to KA contributions (standardization, rationalization, reuse, et.) > tac npg > sogamet of rs tn ey > conducted spp apt > exe py mane > Ae te dy a Een ‘smi in i ee Seti ttt Doe > Noemie ntatinwihiaaninvinaant own > mesa. InfoTech insight (Organizations must create clear and smart KPIs (key performance indicators) across the board /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 41864113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group From eorporatestiatagy to enterprise architecture InfoTech insight In the absence ofa corporate strategy, enterprise architecture is missing its North Star. ‘However, enterprise architects ean partner with the business sirategsts to build the needed vision. ‘Teaceabity to and from busines corporte business goals to EA contributions (sample) ntps:twwwinfotech comiresearetissidesign-an-enterprise-architecture-srategy4113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Enterprise srchitectue journey —— a ——o——| - fe — ~ seamed sae = Agile architecture pinciles ‘Agile architecture princi: > Fastleaning eee > Explore aieratives > Create envionment or decentral ze Mestion and novation According othe Sealed Agile Framework, three of the most applieable principles for the architectural professions refer othe following: 4. "Fast learning cylo" refers to learning eyces that allow for quick reiterations as well asthe opportunity to fil fast to learn fas, 2, “Explore alternatives” refers tothe exploration phase and also tothe need to make tough decisions and balance competing demand. ‘3. "Create environment for decentralized ideation nd innovation” ensures that no one has & monopoly on innovation, Moreover, EA needs ‘invite iden fom various stakeholders (rom the busines to operations as well as implementers, et.) rcitectre oles in ean enterprises ‘Typical architecture roles in maden/Aql ean enterprises > System Architect > Solution Architect > Enterprise Architect Depth vs, strategy focus “ypea architect roles /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy4113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group rchitectureroes continued ged ftom Soke gle Appleton arctetare Integration arcittare sscunty Ariecure Others InfoTech insight Allarehitects are boots onthe ground and play inthe solutioning space. What dtfers is their decisions impact (the enterprise architect's ecisions affects all domains and solutions). ‘SARe definitions ofthe Enterprise/Soluton and System Architect roles ean be found here (hits: /wnww sealedagileframework:eom/agile- architecture), ‘The role ofthe Enterprise Architect i detailed here (hits: /www.saledagileframework com /enterprise-architect). Collaboration models across the enterprise ee é fe * » a a (hat om Degli Ag) “There ae both formal and informal collaborations between enterprise architects and solution architects aross the enterprise. Info T0ch insight Enterprise architects should collaborate with solutions architects to ereat the best solutions atthe enterprise level and to prvide guidance across the board. ‘Architect oles in SAFE According to Scale Agile Framework 5 for Lean Enterprises: /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 481964113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group » The system architert participates in the Bsentil SAFE > Solution architects and system architects participate in Large Solution » ‘The enterprise architect participates inthe Portfolio SAFe >» Enterprise, solution, and system architects are all involved in Full SARe Please check the SAFe Sealed Agile site (hitps/ woe scaledagileframework com/) for detailed information on the approach. ‘ecitect oles and thei partpation in Agile evens (see they evens anda typical lend) InfoTech insight Aclear commitment fr architects to achieve and support agility s needed. Architects should not be in an ivory tower; they should be hands on nd engaged in ll relevant Agile ceremonies, ike the pre-and post-program increment (PI) planning, ete Architect synes are also required to ensure the needed collaboration Architect participation in Agile ceremonies, according to SAFe: > Ail Architecture in SARe (htps//wwescaledapileframevrorc com /agile-orchitecture/ > Boo and Post-Pl Panning. (hts: nw scaledagileframnework com /ore-and-post-ieplanning,), acitectre rary at sale) InfoTech insight Architectng for stale, modularity, and extensibility i key fr the architecture to adapt to changing conditions and evolve. Proactively address NFR; architect for performance and security Continuously refine the solotion intent orlarge solutions, longer foundational architectural runways are needed. Having an intentional eontinuous improversent/eontinuous development (C1/CD) pipeline to continuously release, test, and monitor is key to evolving large and complex systems. Pall continuous exploretion/ntegration/éeployment DevOps ieee cao aa InfoTech insight Architects need to help make some fundamental decisions, eg, help define the environment that est supports continuous innovation ot ‘exploration and continuous integration, deployment, and delivery /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy4113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group “ypea strategic enterprise architecture involrerent Enterptige Architect “DRIVES Enterprise Architecture Strategy Enterprise Architecture tratecy > Application Strategy > Business Stratery > Data Strateny > Implementation Strategy > Infrastructure Strategy > Inter-domain Collaboration > Imegration Strategy » Operations Strategy > Security Strategy (Adapted from Sealed Agile) The EX statement reaver agity ‘The enterprise architecture statement relative to agility specif participate in. Tis statement will guide every architet’s participation in planning meetings, pre-and post and concise terminology; speak loudly and clesey the architects responsibilities as well a the Agile protools they will, I, various syncs, ete. Use simple Strong BA statement relative to agility has the following characters: > Describes what diferent architect roles dato achieve the vision ofthe orgenization > Inan agile way > Compelling > Basy to grasp ‘Sharply focused Specific » Concise ‘Semple RA statement relative to agility > Create strategies that provide guardrail forthe organization, provide standards, reusable assets, accelerators, and other decisions at the enterprise level that support elit. > Participate in pre-PL and post-PI planning activities, architet syncs, ele ‘Aclar statement can include addtional details surounding the enterprise architec’ oe relatve to aglty Below isa sample of connecting keywords to form an enterprise architect role statement, elatve to agility Optimize, transform, an innovateby defining ans implementing he [Company target enti architecture nan agile way. Optimize ~ We collaborate withthe busines to analyze and optimize business capabilities and business processes to enable the agile and cificient attainment of Company name] business objectives ‘Transform — We support IT-enabled business transformation programs by building and maintaining a shared vision of the future-state enterprise and consistently communicating itt stakeholders. Innovate ~ We identify and develop new and creative opportunities for IT to enable the business, We communicate the at ofthe possible to thebusiness, Defining and implementing ~ We engage with project teams early and guide solution design and selection to ensure alignment tothe targt-state enterprise architecture and provide guidance and accelerators, /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 461864113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Target enterprise structure in an agile way ~ We analyze business needs and priorities and assess the current state ofthe enterprise. ‘We build and maintain the target enterprise architecture biceprins that define: > Business capabilites and processes (business architecture) > Data, application, and technology assets that enable business capabilities and procestes (technology architecture) > Architecture principles > Standards and reusable assets > Continuous exploration, integration, and deployment ‘Traona sale approaches sper Tatml ed an ttm peer so ac) Pato pi ea ne nab nna ii agra remem pang: eg cages Pac i ted jes rape phen came pt ae ens) InfoTech insight ‘The role ofthe architecture in Lean (Agile) approaches isto set up the needed guardrails and ens fective and creative safe environment where everyone can be Desig an Enterprise Architecture Strategy Phase 2 rene the EA Value Proposition > atheroma > sametnethe snc and > tesa > aDetne your alte proponton ‘This phase willwak you trough the follwing acts > Identify and prioritize EA stakeholders. > Create business and technology drivers from stakeholder information. > Identify usiness pains and technology drivers > Define EA contributions to alleviate the pains /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 471864113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group > Create promises of value to fully articulate the value proposition. ‘This phase involves the following participants: » clo > Leaders > Business Leaders ‘tep2.1 Define the Business and Tecnology Drivers ets > 2.14 Useastakeholder power map to identity and prioritize RA stakeholders > 2.1.2 Conduct a PESTLE analysis > 2.19 Review strategie planning documents » 2:14 Conduct EA stakcholder interviows ‘This step wll walk you though the fllowng ects: > Learn the five-step process to create an EA value proposition > Uncover business and technology needs fom stakeholders, ‘This step avohes the following participants: > clo > IT Leaders > Business Leaders ‘outcomes ofthis step ‘An understanding of your organization's EA needs Create the Value Proposition Value proposton isan important ste inthe creation ofthe EA strategy (Creating an EA value proposition should be the rst step to realizing a healthy FA function, The FA value proposition demonstrsts to ‘organizational stakeholders the importance of EA in helping to realize their nee. Five steps towards the sucessful articulation of EA value proposition: 1. Identify and prioritize stakeholders. The BA function must know to whom to communicate the value proposition, 2. Construct business and technology divers Drivers are derived from the needs of the business and IT. Needs come from the analysis of ‘external factors, strategie documents, and interviewing stakeholders. Helping stakeholders and the organization realize their needs demonstrates the value of EA. 2 Discover pains that prevent driver realization There ae always challenges Usa obstruct divers ofthe organization, Find out what they are to get closer to showing the value of EA. 4 Brainstorm FA contributions. Pain tht obstruct drivers have now been identified. To demonstrate EA's value, think about hov FA can help to alleviate those pains, Create statements that show how EA's contribution will be able to overcome the pain to show the value of EA, 5, Derive promises of value, Complete the articulation of value forthe EA value proposition by tating how realizing the business or ‘technology will provide in terms of value for the organization. Speak with the stakeholders to discover the value that ean be achieved. InfoTech insight /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 481884113124, 239. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group EA can deliver many benefts to an onganization, To increase the Tkelinood of success, each EA group needs to commit to delivering value to ‘ther organization based on the curent operating environment and the desired direction of the enterprise An EA value proposition will articulate the group’ promises of value tothe enterprise The foundation ofan optial EA valve proposition Is ld by defining the right stakeholders All stakeholders need to know how the EA funetion can help them. Provide the stakeholders with an understanding of the RA strategys impact, ‘nthe busines by involving them. ‘A stakeholder map can bea powerful tooo help identify and prioritize stakeholders. A stakeholder map isa visual sketch of how various stakeholders interat with you organization, with each ther, and with external audience segments “Stakeholder management is critical to the success of every praject in every organization Ihave ever worked with. By engaging the right people in the right way in your projet, you ean make a big difference to it suecess..and to your eareer.” (Rachel Thompson, MindTools) 21.1 Usea stakeholder power map to dently and pire EA stateholers hours Input: Expertise from the BA strategy creation team ‘Output: An identified and prioritized set of stakeholders for the EA fonction to target Materi Note-taking materials, Whiteboard or flip chart, markers Participants: EA strategy creation team 4 Astakeholder power map heps to visualize the importance of various stakeholders and their concerns so you can prioritize your time according to the most powerful and most impacted stakeholders. 2, Byaluate each stakeholder in terms of power, Involvement, impact, and suppor. > Power: How mich influence does the stakeholder have? Enough to drive the project forward orfto the ground? >» Involvement: How interested isthe stakeholder? How involved is the stakeholder inthe project already? > Impact: To what degree will the stakeholder be impacted? Will this signiicantly change how they do thei job? > Support Is the stakeholder a supporter ofthe project? Neutral? A resistor? 3 Map each stakeholder to an area on the Power Map Template 4. Asleyourself ifthe power map looks accurte. Is there someone who has no invalvement in EA strategy development but should? 65, Some stakeholders may have influence over others, For example, a COO wih highly values the opinion ofthe Director of Operations ‘would be influenced by that director. Draw aa arrow from one stakeholder to another to signify this relationship. Download the Stakeholder Power Map Template (huis:{ ww jnfatech com /teseacch/it-slakeholder-power-mapetemplae) for more detailed instructions on completing this activity. /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 431864113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Each stkeholser willhave a set of neds that wllinuerce the nl EA value propostion Allstakeholders will have a set of neds they would like to adress. Take those needs and translate them into business and technology drivers. Drivers help clnrly articulate to stakeholders, nd the FA function, the stakeholder needs tobe addressed, ‘usin divers ee into erteral snes conditions caging snes Tehotkgy snr te inter eer techy coion or faces hate capitis, and shanging matt rend that impact he way FA operator and) nothin th trl ofthe KA grt impact he way that the EA ou pert sere orport compliance with ation pesiningta dats and eocnty abs standard pais fo eabling he oranztion ote abana of (eg ete Sl). ond and techno ‘abet tonto and dgtztion of ltr proses ad sees to Reduce the roy f shadow 1 by bwin he propensity oak buses ‘Source: The Strategie CFO, 2013) athe information fiom stakeholders to begin the process of cstling business and technology vers Review information soures, then analyze them to derive busines and technology drivers, Information sources are not targeted towards EA stakeholders, Analyze the information sources to real drivers that are relevant lo EA stakeholders — Drives samp) PHSTLianase - ~ Help he organization ign techy ai investors with operate sate” Dons ‘urecrprate compliance with ection Saco Inter crt the ogi ped to mathe Byexaicng information ores, he 2a team wil ome srt ase bans and achooony eds Through asi tee eds canbe thesia it vers ‘The PESTLE analysis wll help you uncover extemal factors impacting the organization PESTLE examines sx perspectives for external factors that may impact business and technology needs. Below are prompting questions to {agitate a PESTLE analysis working session. Patient pilates erent ata ined at oer > on esr ehngng moi shore Mace Teoma > oimenorennem erica tito? > bocoeae ruatarheeen cite wre /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 501884113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Suc] > Whtatebecenorapiesfourteneodlremsoes? Deymanmeeconntedmlgrineeeleg fermcwe sew Techno > wha statues sro ey wt ‘eso ei ran ecg > are tf nonin nuy? > etme decane itor th > aver eating at tng uy Be? Lee > seething delet tetera tends ence nt? -veeamental 21.2 Conduct a PESTLE analysis hours [mput: Expertise from EA strategy creation team, ‘Outpot: Identified set of busines and technology needs from PESTLE “Materials: Note-taking materials, Whiteboard or flip chat, markers Participants: EA strategy eration team 1, Begin conducting the PESTLE analysis by breaking the participants into groups. Divide the six different perspectives amongst the groups. 2. Ask each group to begin to derive business and technology needs from thir assigned perspectives. Use some ofthe areas noted below long withthe questions on the previous slide to derive business and technology needs. > Political: Examine taxes, environmental regulations, and zoning restrictions. > Eeonomie: Examine interest rates, inflation rate, exchange rates, the financial and stock markets, and the job market, > Social: Examine gender, rece, age, income, disabilities, edueetionslatainment, employment status, and religion. > Technological: Examine servers, computers networks, sofware, database technologies, wireless capabilities, and avalabilty of Software asa Service. > Legal Examine trade laws, nbor laws, environmental laws, and privacy lav. > Environmental: Examine green initiatives, ethical issues, weather palterns, and pollution. ‘3. Askeach group to take into account the following questions when deriving b > Will business components require any changes to address the factor? > Will information technotogy components changes be needed to address any factor? ‘4. Have each team record is findings. Have each team present its Recor any changes in this step. iness and technology needs: snd have remaining teams give feedback and additonal suggestions. Download the PESTILE Analysis Template (htts.//wew infotech,com research /pestle-analysis-template) to assist with completing this activity. ‘Stategie planing documents can provide information regarding te ction ofthe organization ‘Some organizations Cand business units) ereate an authoritative strategy document. These documents contain corporate aspirations and ‘outline initiatives, reorganizations nd shifts in strategy. From these documents, set of business and technology needs can be generated. /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 511864113124, 239. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group > Gammel she sn nk tm > Rewmbettiit env tin inne once or lst ‘ebrena report niat Span eps en ae ‘he ees ste nin ewe? > eee sted tae pene a ‘heer iat ann > Sumecarprt citer sie ile ane ung nl ee in eral ‘Shoe prorat eng 2.1.3 Review static planning documents ‘2hours Input: Strategie documents inthe organization ‘Output: Identified set of business and technology needs from documents ‘Materials: Note-taking materials, Whiteboard or flip chart, markers Participants: EA strategy creation tearm Begin the identification proces of business and technology needs from strategie documents with the folowing steps 1. Work with the BA strategy creation team to identify the strategic documents within the organization. Look for documents with any of the {following content > Corporate strategy document > Business unit strategy documents > Annual general reports 2. Gather the strategie documents into one place and calla meeting withthe BA strategy’ creation team to identify the business and ‘technology needs in those documents. 3 Pick one document and look through its contents. Look fr future-ooking words such as > Werwilb. > Weare planning > We will ned, 4. Consider those portions ofthe document with future-ooking words and ask the followings > Will business components require any changes to address these objectives? > Will nformation technology components changes be needed to address these objectives? 65, Record the business and technology needs identified in step 4. As well, record any questions you may have regarding the document ‘contents for stakeholders to validate later 6. Move tothe next document once complete. Complete steps -5 for the remaining strategy documents. ‘Stakeholeitervows wil elp you collet primary data and wllshed light on stakeholder partes and challenges In this interview process, you willbe asking EA stakeholders questions that uncover their business and technology noeds. You will also beable to.sk follow-up questions to get a better understanding of abstract or complex concepts fom the strategy document review and PESTLE, analysis EA Stakeholders: > Stakeholders may not think of their business and technology needs. But stakeholders wil often explicitly state their objectives and initiatives. > Objectives often result in risks, opportunities, and annoyances > Risk: Potential damage associated with pursuing an objective or nitive, > Opportunities: Potential guns that could be leveraged when capturing objectives and initiatives. > Annoyances: Roadblocks that could hinder the pursuit of objectives and initiatives. /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 521884113124, 239. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group > Ask stakeholders questions on these areas to discern their business and technology needs. Risks + Opportunities + Annoyances ~» Business ard Technology Needs 2.1.4 Conduct EA stakeholder Interviews 4Bhours Input: Expertise fom the FA stakeholders ‘Output: siness and technology needs for RA stakeholders “Materials: Note-taking materials, Whiteboard or ip chat, markers Participants: FA strategy creation tea, Mentfed PA stakeholders, 1, Schedilean interview with each of the stakeholders that were identified as key'stakeholders in the Stakeholder Power Map. 2. Meet with the key EA stakeholders and start busines and technology needs gathering. Schedule each identified key stakeholéer for an 2 When a stakeholder arrives for their interview, ask the following questions and record the answers to help uncover needs, Be sure to ‘record which stakeholder answered the question, Purther, record any future stakeholders that agree. > What are the current strengths of your organization? > What are the current weaknesses of your orgeniation? > What isthe number 1 risk you need to prevent? > Whats the numbers opportunity you want to capitalize on? > What isthe number 1 annoying pet peeve you want to remove? > How would you prioritize these risks, opportunities, ané annoyances? 4 Recorded answer example: “We cant see what the other departments are doing; when we spend alot of money to invest in something, we Tater find out the capability is already within the company.” 5- After completing each interview, verify with each stakeholder that you have captured their business and technology needs. Continue the interview process uni all identified key stakeholders have beon interviewed, 6. Capture all inputs into a SWOT (strengths, weaknesses, opportunities, and rests) format ‘step2.2 Define You Value Proposition ett » 2.24 Create set of business and technology drivers from business and technology needs > 2.2.2 Identify the pains associated with the business and technology drivers >» 2.2.9 Identify the EA contributions that ean address the pains > 2.2.4 Create promises of value to shape the EA value proposition This stp wilwalk you trough thefllowing acts: > Use business and technology drivers to determine EA's role in your organization, This step ivolves the oloning parcoans: > clo > I Leaders > Business Leaders ‘outcomes ofthis step Avalue proposition document that tes the value ofthe EA function to stakeholder nocd Create the EA Value Proposition /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy4113124, 239. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group eas sepa ‘Synthasiz the collected data into businss and technology drivers ‘hora severly tu thal deve should ave > tenn eames pin cd “The greatest impact of enterprise architecture isthe strategic impact. Pu the mission and the needs ofthe organization frst.” (Matthew Kem, Clear Government Solutions) 22.1 Createa set of business and technology divers from business and technology needs hours Input: Expertise from ZA strategy creation team Output: A set of business and technology drivers Mater + Notetaking materials, Whiteboard or flip chat, markers Participants: EA strategy creation team, BA stakeholders ‘Meet with the EA strategy creation team and follow the steps below to begin the process of synthesizing the business and technology needs into rivers, 4. Lay out the documented business and technology needs your team gathered from PESTLE analysis, strategy document reviews, nd stakeholder interviews. 2. Assess the documented business and technology needs to sei here are common themes, Consolidate those similar business and ‘technology needs by crafting one driver fr them. For example >» PESTLE: Influx of competitors in the marketplace causing tighter marge > Document review: Improve investment quality and ther value to the organization, > Stakeholder interview: "We cant se what the other departments are dong; when we spend a Tot of money to invest in something, ‘we later find out the capability already within the company.” > Consolidated business driver example: Help the organization align investments with the corporat strategy and departmental priorities. As wel, sythesize the business and technology needs that cannot be consolidated. 4. Verify the completed list of driver with stakeholders. This sto ensure you have fully eaptured their needs. Download the EA Value Proposition Template (hips: infotoch.com /research/ea-value-proposition-template) to record your ndings in this atvity /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy s4i864113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group When addressing business and technology divers, an organization can expect obstacles ‘pain isan obstacle that business stakeholders will face when attempting to address business and technology drivers. entity the pains associated with each driver so that EA's contsibutions can be linked to resolving obstacles to address business needs ne meee ratty amen nema uae sci ete ate pan othe pn tonto ema eer mie baa ier eh nin alg meet he sow ve: ask of i fb cp hr natin ‘ornare rn gre sg seme ater sng pee rn > ele er nga tec ean > esi eerie plein epee dy er eS 2.2.2 deni the pans associated with the business and technelogy drivers ‘2hours Input Expertise from EA strategy creation team and EA stakeholders ‘Output: An associated pain tha obstrcts each identified diver “Materials: Note-takiny materials, Whiteboard or Dip chat, rarkers ‘Participants: EA strate creation team, EA stakeholders Call a meeting with the EA strategy creation tearn and any available stakeholders to identify the pains that obstruct addressing the business and technology drivers, “Take each driver and ask the questions below to the EA strategy eveation team and to any BA stakeholders who are availble. Record the answers to identify the pains when realizing the divers. 1 What are your challenges in performing the 2, What other busines aetvitis/ processes wil be impacted/improved i we solve this? ty or process today? 23. What compliance/regulatory/poliey concerns do we need to consider in any solution? 4 What are the steps inthe process/atvity? ‘Take the recorded answers and follow te steps below to erate the pain statements: 1. Answers to the questions above can be Tong, unfocused, or spoken in a easual manner, To turn the answer Into pains, refine the recorded answers into sucinet sentence that captures its meaning > Recorded answer exaunple "I fee] ike there needs to be holistic view ofthe organization, If we had a tool to see all the capabilites ‘cross the busines, then we ean figure out what investments shouldbe prioritized." » Example of pain statement: Lack of holistic view of business capabilities obstructs the organization from aligning investments with ‘corporate strategy and departmental priorities. 2, When the list of pains has been written out, verify with the stakeholders that you have fully captured thelr pains, Download the EA Value Propasition Template (tps: www inflech com /researh/ea-value-propasition-Lemplate} to record your findings in this activity /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 581884113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group ‘The defied pains can be alleviated by ast of EA contibutons ‘Set the foundations for the value proposition by brainstorming the FA contributions that can alleviate the pains. une norsberaneepatce heme wane (Oberuction to adreng snes Acti the BA eto ce perfor Stake wl face thee ui ‘eA fonction an ale a sen va amples ‘api srt oii em alin ‘Scene cp gyn areal ten ‘Seah aunts at cy arn eh he tind Enterprise architecture futons can provid verse set of contibutions to any organization ~ Sample Acantrbetoneategory Acantrbaton dete bese nee ees setae ais pierre cane od dey beh ah bs Doig norman naan oie eta freemen sober a ns Aone pen ety pj pets rite tg dn nd pc pal mages ini cg te ete genta cw ghia igi ee rated mi eos tne Deedee eran esse ens: Heese an ier etches “ugar ington ae rai! oe ante pe rman foe eis 2.23 deity the EA conibtons that cen adress the pains hours Input: Expertise from ZA strategy creation team ‘Output: EA contributions that addresses the pains that were identified Materi Note-taking materials, Whiteboard or flip chart, markers Participants: EA strategy creation team ‘Gather with the EA strategy cretion team, take each pain, then ask and record the answers tothe questions below to identify the EA contributions that would solve the pains 1 What activities can the EA practice condvct to overcome the pain? 2, What are the core EA models that ean help accurately define the problem a ‘5, What are the general EA benefits that can be associted with solving this p assist in nding appropriate resolutions? /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 561884113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group ‘Answers tothe questions above wl generate a list of activities KA ean do to help alleviate the pains, Use the folowing steps to complete this activity 1. Create a stronger te between the BA contributions and pain by linking the EA contribution statement tothe pain > Example of pain statement; Lack of holistic view of business capabilities obstructs the organization from aligning investments with ‘corporate strategy and depaetmental priorities, » Example of EA contributions statement: Business capability mapping shows the business capabilities ofthe organization andthe technology that supports those capabilities inthe current and target stat. This provides a view forthe st of investments that are ‘ncoded by the organization, which ean then be prioritized 2, Verify with the stakeholders that they understand the KA contributions have been written out and how those contributions addres the pains Download the £4 Value Propasition Template (tps: www infotech com /research/ea-value-propasition-template} to record your findings in this activity A promises of value articulate EX commitment tothe organization » Business Goals and Technology Drivers Aso of statements created from business and technology needs, Gathered from information sourees, it communicates improvements needed, > Value Streams, Aspirations, Long-Term Goals Value steaens, aspirations, lon-teri goals > EA Contributions EA contributions that will alleviate the obstructions. Removing the obstructions wll allow EA to help satisfy business and technology needs > Promise of Value statement that depicts «concrete benefit the EA practice can provide for the organization in response to business and technology drivers. ‘Communicate the statements in a language that stakcholders understand to complete the articulation of EA's value proposition, 2.2.4 Crete promises of value to shape the EA valu propostion ‘hours Input: Expertise from ZA strategy reation team and FA stakeholders ‘Output: Promises of vale fr each business and technology driver ‘Materials: Note-taking materials, Whiteboard or flip chart, markers Participants: EA strategy creation team, EA stakeholders "Now thatthe FA contributions have been identified, identify the promises of value to articulate the value proposition. “Take each driver, then ask and record the answers to the questions below to identify the promises of value when realizing the drivers: 1 What does amazing look ke if we solve this perfetiy? 2. What other busines atvities/ processes wil be impacted/improved if we solve this? ‘3. What measures of suecess/change should we use to prove value of the effort (KPIS/RON? “Take the recorded answers and follow the steps below to create the promises of value 1. Answers to the questions above can be Tong, unfocused, or spoken ina casual manner, To turn the answer Into a promise of value refine ‘the recorded answer into'asuecinet sentence that eapes its meaning, /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 57i864113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group > Bosiness driver example: Help the organization align investments withthe corporate strategy and departmental priorities > Recorded answer example: “If this would be solved perfety, we would have avery easy time planning investments and investment planning hours ean be spent doing other activities.” > Promises of value example: Tnerease the number of investments that have a direct tie to corporate strategy: 2. When the promises of value have been written out, verify with the stakeholders that you have flly captured their ideas. Downlosd the £A Value Proposition Template (hips: inftech com research /ea-value-proposition-template to record your Sindings in this acvity. Design an Enersise Architecture Strategy Phase 3 Bull the EA Fundamentals > ties ate > ee an ‘ecg re > a taser retin This phase will walk you through the following activites: > Create an EA vision statement and an EA mission statement > Create BA goals, define EA objectives, and link them to BA goal. > Define the BA fonction seope dimensions > Createa set of EA principle for your organization, > Discuss current methodology. ‘This phase involves the following participants: » clo > EATeam > I Leaders > Business Leaders ‘Step3.t Realize the Importance of EA Fundamentals ett > 3.1.1 Create the BA vision statement > 9.4.2 Create the EA mission statement > 3 Greate BA goals » 9.14 Define EA objectives and link them to EA goals > 15 Record the details of each EA objective ‘This step will walk you though te following ects: > Define and document the fundamentals that guide the FA function ‘This step inves the following participants: /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy4113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group » clo > EATeam > Tenders > Business Leaders ‘outcomes ofthis step > Vision and mission statements forthe EA funetion > Asot of EA goals and a set of objectives to track progression toward those goals ‘Build the EA Fundamentals sepa eens A fundamentals quid te EA function EA fundamentals include vision statement, a mission statement, goals and objectives, and principles. They are set of documented statements that guide the EA fonction, The fundamentals guide the EA function in terms ofits strategy and decision making. InfoTech insight ‘Treat the crtieal elements ofthe FA group the same way as you would business. Create a directional foundation for RA and define the vision, ‘mission, goals, principles, and seope necessary to deliver onthe established value proposition The EA vision statement articulates the eeprations ofthe EA funtion “The enterprise architecture vision statement communicates a desired ft tense It seeks to articulate the de state of the EA fonction. The statement i expressed in the present 1 ole ofthe RA function and how the FA function will be perceived. ‘Strong EA vison statements have the fllowing characters > Deseribe a desired future > Focus on ends, not means Communicate promise Concise, no unnecessary words Compeling Achievable Inspirational Memorable ‘Sample EA vision statements: > To bea trusted partner for both the business and I, diving enterprise effectiveness, efficiency, and agility at (Company Nem] > Tobea trusted partner and advisor to both the business and IY, cootsibutng to business-T alignment and eost reduction at [Company Name. >» To create distinctive value and accelerate [Company Name]'s rensformation. /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 591884113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group ‘The EA mission statment arteuats the purpose ofthe EA function “The enterprise architecture mission statement specifies the team’s purpose or “reason of being." The mission should guide each days activities and decisions. The mission statements use simple and concise terminology, spesk loudly and clearly and generate enthusiasm forthe ‘organization, ‘Strong EA mission stetements have the following characteristics: > Artculates EA function purpose and reason fr existence > Describes what the EA funetion das to achieve its vision > Defines who the customers of the BA funetion are » Compelling > Rasy to grasp > Sharply focused > Inspirational > Memorable > Concise ‘Sample EA mission statements: > Define target enterprise architecture for [Company Name}, identify solution opportunities, inform IP investment management, and direct solution development, acquisition, and operation compliance, > Synergize with oth the business and IT to define and help realize (Company Name]'s target enterprise ‘busines strategy and optimines TT assets, resources, and capabilities. The EA vision and mission statements become relevant o EA stakeholders when Inked to the promises of value chitecture that enables the ‘The process for eonstreting the enterprise architecture vision statement and enterprise architecture mission statement i articulated below Prominciet —Derbebeywore comer ea etree eerie Fina saemente Det wade am te sun inieet Chen ia erat ett at selene Stat eaten Derive keywords from promises of value to bein the sin and mision statement creation process Develop keywords by summarizing the promises of value that were derived from drivers into one word that will take om the essence ofthe promise, See examples below: pant Sorcerer domme anny toh i tnt upeson so we lt ula ny cl tne nr te orn een and ier ged mit ad pa db in Aims mimi atin inns oe Keywords /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy4113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group ‘An inspirational vision statement is greater han the su of th individual words “Ensure the sentence is cohesive and eaptures additional value outside of the Keywords. The statement asa whole shouldbe greater than the sum ofthe parts. Expand upon the meaning ofthe words, if necessary, to communicate the value. Below is an example of finished vision Sample fe catalyst for IFenabled business valve deve, Catalyst — We will continuously interact with the business and TT to accelerate and improve results FT-enabled— We will ensure the optimal use of technology in enabling business capabilities to achieve business objectives. Business We wil be pereived as a business-foensed unit that understands [Company names business priorities and required business capabilites, Value delivery - FA's value will be recognized by both business and IT stakeholders, We wll rack and market FA's contibution to business value organiation-wide, [clear mission statement cen include adltonaldetals surounding the EA team's desited and expected value Likewise, below isa sample of conneeting keywords together to form an BA mission statement: pine, aston, and imovateby defining and implementing the (Companys target enterprise architecture Optimize — We collaborate withthe busines to analyze and optimize business capabilities and business processes to enable the agile and efficient attainment of (Company name] business objectives. Transform — We support IT-ensbled business transformation programs by building and maintaining a shared vision ofthe future-state enterprise and consistentiy communicating it to stakeholders. Innovate — We identify and develop new and creative opportunities fr IT to enable the busines. We communicate the art ofthe possible to the busines. Defining and implementing - We engage with project teams carly and guide solution design and selection to ensure alignment tothe target state enterprise architecture. Target enterprise structure — We analyze business needs and priorities and assess the current state ofthe enterprise. We build and ‘maintain the target enterprise architecture blueprints that define: > Business capabilites and processes (business architecture) » Data, application, and technology assets that enable business capabilities and processes (technology architecture) > Architecture principles and standards 411.1 Great the EA vision statement hour Input: Identified promises of value, Vision statement test eiteria ‘Output: EA function vision statement ‘Materials: Note-taking materials, Whiteboard or flip chart, markers Participants: EA strategy creation tea Begin the creation of the EA vision statement by following the steps below: hitpswww.nfotech.comiresearchss/design-an-enterprise-architecture-stategy 511864113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group 1. Gather the EA strategy ereston team and have the promises of value from the BA value proposition aid out 2 Select one promise of value and work with the team to identify one word that captures the essence ofthat promise of value. Continue tothe next promise of value unt all of the promises of value have a keyword ientiied, 4 Have the identified sot of keywords laid out and soe ifany oftheir meanings are similar and canbe consolidated together. Consolidate similar meaning keywords 5. Create the initial draft of the EA vision statement by linking the keywords together 6. Chock the inital draft ofthe vision statoment against the test riteria below. Ask the team if he vision statement satisfies each ofthe test >» Do you find this vision exciting? > Isthe vision clea, compelling, and easy to grasp? > Does this vision somehow connect tothe core purpose? > Will this vision be exciting to « broad base of people inthe organization, not jst those within the EAtearn? 17. Make changes tothe initial draft to satisfy the test criteria, Socialize the EA vision statement with EA stakeholders to make sure it captures their needs, 5112 creat the EA mission statement hour Input: Identified promises of ale, Mission statement test eritria ‘Output: Ea function mission statement “Materials: Notetaking materials, Whiteboard or ip chart, rarkers Participants: EA strategy creation team Begin the retin of the FA mission statement by following the steps below 1. Gather the EA strategy creation team and have the promises of value from the EA value proposition laid out. 2, Select one promise of valve and work with the team to identify one word that captures the essence ofthat promise of value 3. Continue tothe next promise of value until al of the promises of value have a Keyword identified, 4 Have the identified sot of keywords laid out, and see ifany oftheir meanings are similar and can be consolidated together. Consolidate similar meaning keywords 5. Create the initial draft of the EA mission statement by linking the keywords together. 6. Chock the inital draft ofthe mission statement against the following test criteria below. Ask the team ifthe mission statement satisfies ‘each ofthe test eter. > Do you find this purpose personally inspiring? > Does the purpose help you to decide what activities to nt pursue to eliminate from consideration? Is this purpose authentic — something rue to what the organization i all about ~ not merely words on paper that sound nice? > Would this purpose he greeted with enthusiasm rather than cynicism by abroad base of people in the organization? 7-Make changes tothe inital draft to satisfy the test eriteria, Socialize the EA mission statement with EA stakeholders to make sure it captures their needs EA goals demonstrate the achievement of sucess ofthe EA function Enterprise architecture goals define specific desired outcomes of an EA function. EA goals are important because they establish the milestones ‘the EA function can strive toward to deliver their promises of value, /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 621884113124, 239. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group emtAgok bean peste emacs te pte ‘Prods HA ssp outomes that can be ced na four etgai, The fr ‘Scpport he rts teres A gol an be seco operational cater te > exannpe gnc appari secon, > nase pnance anise meine rete apy gy 5113 create EA goals ‘2hours Input: Identified promises of value Output: FA goals “Materials: Notetaking materials, Whiteboard or ip chart, markers Participants: EA strategy creation team Begin the creation of FA goals by following the steps below: 1. Gather the EA strategy creation team and the identified promises of value from Phase 2, Create the FA Value Proposition, 2, Open the EA Goals and Objectives Template and examine thelist of default EA goals already within the template :4-Take the identified promises of value an discuss withthe team if any ofthe FA goals inthe template relate to the promises of value, ‘Record the related BA goal and promise of value. See example below: > Promises of value example: Tnerease the numberof investments that have a direct ie vo corporate strategy. > Related A goal example: Alignment of and busines srategy. +4. Repeat step 3 until al identified promises of value have been examined in relation tothe EA goals inthe template 5 there are promises of value tha are not related to an KA goal inthe template, create KA goalsto relate to those promises of value. Koop {in mind that BA goals need to support the strategie outcomes produced bythe promises of value. Record the EA goals in the template and document the related promises of value Downloed the EA Goals and Objectives Template (nttps://wwr.infotech com /research/en-goas-and-objectives-temol completing this activity ate to assist with ‘Starting with COB, select the appropriate objectives to track EA goals ~ Sample Below are examples of EA goals an the objectives that track their performance: nett prt Tb Xtina > Inport ctan with and econ token ori np Xpeet nthe ie pn net by Xp a a > leet ountesfti bne pe ipre ype sn apne ee > met aati gl Fev dp andi ie /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 631884113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Opiniatsnaltrame, minuets > toch eon py mai adoption eames > neni ei er meth nd tance 9X et 3.14 Deine EA objectives and lnk them to EA goals hours Input: Defined EA gsls ‘Output: EA objectives linked to EA goals ‘Materials: Note taking materials, Whiteboard or Bip chart, markers Participants: EA strategy cretion eam Begin the process of defining BA objectives and linking ther to BA goals using the folowing steps: 4. Gather the EA strategy creation team and open the EA Goals and Objectives Template. 2, Have the goals laid out, and refer tothe objectives already inthe FA Goals and Objectives Template Examine ifany of them wil the soals your team has created, 3. Ifsome ofthe goals your team has created do not fit with the objectives in the template, begin the process of creating new objectives. Remember, EA objectives are SMART metrics that help track the progress tard the EA goals, 4.Create an EA objective and check fit is SMART by asking some ofthe questions below: > Specific: Is the objective specifi tothe goal? Is the objective clear to anyone who has basic knowledge ofthe goal? > Mess ble: Is it possible to figure out how fa the team would be away from completing the objective? > Agreed Upon: Does everyone involved agree the objective isthe correct way to measure progress? > Realistic: an the objective be met within the availabilty of resources, knowledge, and time? > Time Based: Is there a time-bound component to the goal? ‘5. Continue to create new objectives until each goal has an objective linked tit. Downlosd the £4 Goals and Objectives Template {https//wwwinfotech com /research ea-goals-and-objctives-templat) to assist with completing this activity For each ofthe objectives, determine how they willbe colcted, reported, and implemented Add details to the enterprise architecture objectives previously defined to increase ther clarity to stakeholders. nob deal eatenoey ecroton tome > Semin ect nbepm pene toga and at > meni testo esse tata of ese bescaecin > Rensaie Tend mepsieforscg en /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 64i864113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group epi > athe The pete wil rtd > stant that tp ttn cj gt etn. > reqaen Hoen tn dil pana tee rse 43.1.5 Record the deals ofeach ER objective ‘2hours Input: Defined ist of KA objectives ‘Output: Increase det into each defined EA objective “Materials: Note-taking materials, Whiteboard or flip chat, markers Participants: EA strate creation team Record the details of etch BA objective, Use the fllowing steps below to asst with recording the details: 4. Gather the EA strategy creation team, and open the BA Goals and Objectives Template 2, Select one objective tht has been identified and discuss the formula for ealeulating the objective and in what units the objective will be recorded, Record the information inthe “Calculation formula and “Unit of measure” columns in te template once they have been agreed upon 13, Using the stme objective, move tothe ‘Data Colleton” portion ofthe template, Diseuss and record the following the source ofthe dats that generates the objective, the frequency of reporting onthe objective, and the person responsible for eporting the objective. ‘4. Move tothe “Reporting” portion ofthe template. Diseuss and record the target audience forthe objective and the reporting frequency and ‘method to those audiences. 5. Examine the “Objective baseline,” “Objective status,” and "Objective target” columns. Record any measurement you may current have inthe “Objective baseline” column. Record what you would like the objective measurement to be inthe “Objective target” column, Note: Keep track ofthe progression towards the target in the "Objective stats” column inthe future. 6. Select the next objective and complete steps 2-5 for that measure. Continve this process until you have recorded details for al objectives. Download the EA Goals and Objectives Template (https! www nfotech com/rescarch ea-saals-and-objctives-templat} to assist with completing this activity ‘step3.2 Finalize the EA Fundamentals ets > 3.21 Define the organizational coverage dimension ofthe FA function seope > 9.2.2 Define the architectural domains and depth dimension 13.24 Define the time horizon dimension 3.2.4 Createa set of EA principles for your organization {3.245 Add the rationale and implications tothe prineples 3.2.6 Operationalize the EA principles 32:7 Discuss the need for classeal methodology and/or a combination including Agile practices ‘This step will walk you though te fllowing ects: >» Define the BA funetion seape dimensions > Create a set of EA principles, > Discuss the organization's current methodology, if any, and whether it works forthe business ‘This step inves the following participants: > clo /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy4113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group > EATeam > Leaders > Business Leaders ‘urcomes ofthis step > Defined seope ofthe FA function > Asetof FA principles for your organization > A decision on traditional vs. Ale methodology ora blend ofboth. Build the EA Fundamentals ‘clear EA function scope defines the EA senabox “The EA function scope constrains the promises of value the EA function wil deliver on by taking into account factors across four dimensions. "The EA function scope ensures thatthe EA fonction is not stretched beyond its current/planned means and capabilities when delivering the promised value. The four dimensions are illustrated below: sep of eal oh er sda eine wf ie Sc dann eng ac pe arc ey a ee ch ager tn pt pen bee ile cr nds ac ‘The EA function scope intuenced by te EA vale proposition and previously developed EA fundamentals "Establish the EA function scope by using the FA value proposition and EA fundamentals that have been developed. After defining the FA function scope, refer back to these statements to ensure the EA function scope accurately reflects the EA vale proposition and EA. fandamentals : Ancien dina Amini ssenent Dept EAgonlsand bjs ‘Teoria FA scope ~ Organizational overage “The organizational coverage dimension of EA scope determines the focus of enterprise architecture effort in the organization. Covernge can be determined by specific business units, functions, departments, capabilites, or geographic areas. Info-Tech has typically seen two types of coverage based on the sizeof the organization, ‘small and medium size enterprise Indicators: Full-time employees dedicated to manage its data and TT infrastructure. Individuals are TT generalists and may have multiple roles. /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 661884113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Recommended overage: Typically, fr small and medium-size busineses, the organizational eaverage of architecture works the entire enterprise. Source: The Open Group, 2018) Large enterprise Indicators: Dedicated fall-time IT staff with expertise ta manage specie applications or parts ofthe TP infrastructure. Recommended coverage: For large enterprises, itis often necessary to develop a numberof architectures foeused on specif business segments and/or geographies. In this federated model an overarching enterprise architecture should be established to ensure interoperability and conformance to overarching KA principles, (Souree: DCIG, 2011) A objetves rack the progression owards the age set by EA goals Enterprise architecture objectives are specific metis that help measure and monitor progress towards achieving an FA goal, Objectives are ‘SMART. Pape = obec > easel > syne > perme > redanse (Source: Project Smart, 2014) Downlosd the EA Goals and Objectives Template (https:|/won.nfotech com research ea-goals-and-objectives-temlate) to se examples Detween the relationship of EA goals to objectives. Measure the EA strategy effectiveness by tracking the benefits ft provides othe crporte business goals ‘The success of th Ek functions influenced bythe folowing: > ‘The delivery of FA-enabled business outcomes that are most important to the enterprise. > ‘The alignment between the business and IT from a planning perspective, > Improvements inthe corporate business goals due to FA contributions standardization, rationalization, reuse, et). corporate anaes ule Meanemeni odin certo stn online od tra ne ‘emia pty oc ‘odd Seat ‘3.21 Dein the organizational coverage dimension of the EA funtion scope ‘2hours Input: EA value proposition, Previously defined BA fundamentals /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 67i864113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group ‘Output: Organizational coverage dimension of EA scope defined ‘Materials: Note-taking materials, Whiteboard or fip chart, markers Participants: BA strategy creation team Define the organizational coverage of the EA function scope using the following steps below: 1. Gather the BA strategy cretion team. As well, gather the BA value propasition, the EA vision and mission statements andthe EA goals and objectives you team has already created. 2. Ask the team to read each ofthe documents gathered in the previous step. Ths ensures the concepts are fresh inthe team members’ ‘minds when defining the EA function scope onganizatonsl average 8. Consider how muck ofthe organization the EA function would nood to cover Refer tothe gathered materials to asist with your decision, For example: > EA mission statement: Optimize, transform, and innovate by defining and implementing the [Companys target enterprise architecture > Implications on organizational coverage: Ifthe purpose of the EA function isto help optimize, transform, and innovate with target- state architecture mapping, then the seope should cover the entire organization. Only by mapping the entire organization's architecture ean the EA function asist with optimizing, transforming and innovating, 4. Work withthe BA strategy creation team to examine all the gathered materials and document the implications on organization coverage asshown in step 3, 5. Discuss with the team and sect the organizational coverage level that best fits the documented implications forall the gathered material, Refer bak to the gathered materals and make any changes necessary to ensute they support the selected organizational coverage, A scope ~ architectural Domains ‘Acomplete enterprise architecture should address all fve architectural domains. The five architectural domains. infrastructure, and security. ebusiness, dat, application, striae rete ~ eration etc “The realities of resource and time constraints often mean there is not enough ime, funding, oF esourees to build a top-down, al-inelusive “architecture encompassing all our architecture domains, Build architecture domains with a speife purpose in mind.” (The Open Group, 2018) Fach architectural domain creates a ditferen view ofthe organization Below are the definitions of different domains of enterprise architecture (Info-Tech perspective; others can be identified as well, eg Integration Architecture), pata ns equate Banas athe des he amet migra eee andbeybunacapcetee /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 81884113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Dect esti ofa nro dil tn anagem ‘rp inte sr ron, Aeros i etn sndcmmmtcnrinesEuapy wiih rn cry ei hes ir pe ie rn She cn ‘Sources: The Open Group, 20:8; IT Architecture Journal, 2014; Technopedia, 2016) FA scope - Depth EA scope depth defines the architectural detail foreach EA domain that the organization has selected to pursue. The level of depth is broken down into four levels. The level of depth the organization decides to pursue should be consistent across the domsins, ‘ten > apt erin se a eis ad eal emt ec ec Freee exe > eneloop nonstate Foret bee Tae sia > nat dne ho nine eprint nc ge Fr ania ening heb gp eect ae Pri > retina dent erin a lai tng Fre bat en Dob rte ete sds eae Pains Aliechce a ahctce pan Aaa ach archtectural depth evel contains ase of key artifacts “The graphic below depicts examples of the key artifacts that each domain of architecture would produce at each depth evel ccnp ato unos cate Teak ang sty tage taiwan Datta pen gation awh Maat pay sey uae Pet etn pn ti dig pti di Cepia Sanya Dose Ace aici pectin hee Inert ae set acie 3.22 Dein the architectural domains and depth dimension of he EA function scope ‘2hours Input: EA value proposition, Previouly defined HA fundamentals, ‘Output: Architectural domain and depth dimensions of EA seope defined /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 691884113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group ‘Materials: Note-taking materials, Whiteboard or ip chart, markers Participants: BA strategy creation tear Define the EA funetion scope for your organization using the following steps below +. Gather the BA strategy eretion team. As well, gather the BA value propasition, the BA vsion and mission statems nd objectives that your team has already created, 2. Ask the team to read each ofthe documents gathered in the previous step. Ths ensures the concepts ae fresh inthe tam members’ ‘minds when defining the architectural domains and depth of the EA function scope. ‘Consider the architectural domains and the depth those domains nee to reach, Refer tothe gathered materials to assist with your Aecision. For example: > Promise of value: Inecease the number of investments witha direct te to business strategy > Implications on architectural domains: The EA funetion will need business architecture, Business architecture generates business ‘capability mapping, which will anticipate what TT investments are needed forthe future. > implications on depth: Depth for business architecture needs to reach a logical level to encompass business capsbilts, is, and the EA goals 4. Work withthe BA stratogyereation eam to examine ll the gathered materials and document the implications on architectural domains and depth as shown in step 3 sss with the team and select the architectural domains and the depth foreach domain that bes fits the documented implication, Refer back to the gathered materials and make any changes necessary to ensure they support the selected architectural domains and depth. 5 EA scope ~ Time Horizon The ER scope tine horizon detates how longo pln forte architecture, Wisimportant that the EA team’s work has an appropriate planning horizon while avoiding two extremes! 1. Aplanning horizon that is too short fuses on immediate operational goals and strategic quick wins, missing the “big pictur,” and fils to support the achievement of strategic long-term enterprise goals. 2. planning horizon tht is too long i ata higher risk of becoming irrelevant. Target the same strategic pleminghaizon a your business. Additionally, consider the folowing recommendation: ‘funy au ec onda ty dey ae ‘slve peed negy once SR ae sear > Theil amsr updo 5.23 Define the time horizon dimension ofthe EA function scope ‘2hours Input: EA value proposition, Previously defined BA fundamentals ‘Output: Time horizon dimension of EA scope defined ‘Materials: Note-taking materials, Whiteboard or fp chart, markers Participants: EA strategy creation team Define the KA function seope for your organization using the following steps below: /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy4113724, 233. AM Design an Enterprise Architecture Strategy | Info-Tech Research Group 1. Gather the EA strategy creation team. As well, gather the EA value proposition, the FA vision and mission statements, and the EA goals nd objectives your team has already created, 2. Ask the team to read each ofthe documents gathered in the previous step. This ensures the concepts ae fresh inthe tam members) ‘minds when crafting the EA function scope, 3, Consider the time horizons of the FA function scope. Refer tothe gathered materials to assist with your decision. For example: > EA Objective: Increase the percentage of enterprise strategie goals and requirements supported by TT strategic goals by 30% in the next years, > Implications on time horizon: Because it will take 3 years to measure the success of these EA abjecives, the time horizon may need tobe g years 4, Work withthe BA strategy creation team to examine all the gathered materials and docum instep. 5. Discuss with the team and select the time horizon thet best isthe documented implication. Refer back to the gathered materials and ‘make any changes necessary to ensure they suppor the selected architectural time horizon. A prnepes capture the EA vale proposition essence and provide guidance forthe decisions that impact architecture EA principles are share, long-lasting beliefs that guide the use of Tin constructing, transforming, and operating the enterprise by informing and restrieting targt-state enterprise architecture design, IT investment portfolio management, solution development, and procurement decisions. Pacand Specie Domain oer A principles must be careful constucted to make sure they are adhered fo and relevant Tinfo-Teeh has identi a set of characteristics that EA principles should possess. Having these chractersties ensures the FA principles are relevant and followed in the organization, evr "asec aon him bth or doped owt iii mane ‘rutting and tion onan a pris at yah ent tne Preveitve ———_Tekeant es ang wh ia ra ti veszate Mem ew ern eft ey iene Uz art ety nity ere Ty Saou aol KA pretense mea of eA eam, Epa sl entail need er st Sahu reeset ten nen i etc Tmorganeasns wher femal pal encenat works wel, HA plnpes shoul be enforced trout appre overace process /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy ries4113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Rovew ton universal EA pics to determin if your eganzation wishes to adopt them 2 Site Ween test stn din reopen olen, ay ‘Wem fein ass. pen ty. Ae aes ll ein tin ag ae wet rin, i ‘ott ice West here stesso end cy Weng nny eeeatin ts onan estore compli toed ep ‘ecg campagne lod ep vectra ‘We de pn uh td pa 3.24 Create act of EA principles for your ergatzaton ‘hours Input: Info-Tect’s ten universal EA prineiples, Identified promises of value Output: A defined set of FA principles for your organization Materials: Note-takingn terials, Whiteboard or flip chart, markers Participants: EA strategy creation tea (Create set of EA priniples for your organization using the steps below: 1. Gather the EA strategy creation team, download the EA Principles Template — EA Strategy, and have the identified promises of value ‘opened. 2, Select one universal principle and relate it tothe promises of valueby discussing with the BA strategy creation team. Ifthereisa relation, ‘record "Yes" in the template onthe slide “Selec the applicability of 10 universally accepted KA principles.” See example below: > Universal principle: Enterprise value focus — We aim to provide maximum long-term benefits tothe enterprise as whole while ‘optimizing total eosts of ownership and risks > Related promise of value example: Increase the number of investments that have a dire te with corporate strategy: 3. Continue the process instep 2 until allen universal FA principles have been examined. If theres universal principle that is unrelated to promise of value, discuss with the team whether the principle stil neds toe included. Ifthe principle snot included, record" inthe template on the side "Select the applicability of 0 universally accepted BA principles.” 4 there are any promises of value that are not captured by the universally accepted EA principles, the team may choose to create new principles, Create the new principles inthe format below and record them in the template > Name:"The name ofthe principle, in afew words. > Statement: A sentence that expands on the "Name" section and explains what the principle achieves. Download the EA Principles Template — EA Strategy (htps//ww,inftech com /research fea-principles-template-ea~strateyy) to document this step. /ntps:wwwinfotech convresearehissidesign-an-enterrise-architectre-strategy rai884113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Organizational stakeholers are more key to folow EA prneples when arationleané an implication ae provided After defining the st of EA principles, ensure they ae all expanded upon with a rationale and implications. The rationale and implications ‘ensure prineiples are more likely tobe followed because they communicate why the principles are important and how they are tobe used. Nee > Tenant Apne nat ent > Amt pn nth Satin se wth rng ar sel > ses need ening pice > keys te prcltohatn/ io, min retin nl org ations nt em) plc > necitevienat hha > fete dome polit ore aint damn ern now toa Berm 13.2.5 Ad the rationale and imation tothe rnciples that have been crested hours Input: Identified set of HA principles ‘Outputs EA principles that have rationale and implications Material Note-taking materials, Whiteboard or flip chart, markers Participants: EA strategy cretion team ‘Add the rationale and implication of each EA principle that your organization has selected using the following step: 4. Gather the EA strategy creston team and open the £4 Principles Template ~ EA Strategy. 2. Examine the FA Prineiples Template ~ FA Strategy. Look forthe detailed desriptions of al the applicable EA universal principles, and «liseuss with the team whether the pre-populated rationale and implications need tobe changed, {3 Make sure all the rationale and implication sections ofthe applicable universe EA principles have boen examined. Record the changes on ‘the slide devoted to each principle in the template 4, Beamine any new principles reated outside ofthe universal FA principles. Create the rationale and implication sections fr each of those principles, Use the slide "Review the rationale and implications for the applicable universal principles” in the Ea Principles Template — EAStrategy to assist with this ste. Download the £4 Principles Femplate — EA Strategy (hips: /ww,infotech com research fea-principle-template-castateyy) to document this step, 3.26 Operationaize the EA principles to ensure they are used when dessions ae being made 1-2 hours Input: Defined set of EA principles ‘Output: EA principles are successfully operationalized ‘Materials: Note-taking materials, Whiteboard or flip chart, markers Participants: EA strategy creation team /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 31864113124, 233 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group Begin to operationalize the EA principles by reviewing the proposed principles with business and technology leadership to seeure their approval 1. Publish the list of principles, theie rationale and thei implications 2. Include the principles in any existing policies that guide decision making fr the use of technology within the business 23, Provide exiting governance bodies with the authority to enforce adherence to principles, and communicate the waiver process. 4. Ensure thet project-Level teams are awere ofthe principles and have at least one champion guiding the decisions of the team, Review ause case forthe rlzation of A principles ~ Sample After operationalizing the EA prineiples for your organization, the organization can now use those principles to guide and inform its IT investment decisions. Below is an example of «scenario where EA principles were used to guide and inform an TT investment decision. Organization wants to provision an epplcation but it needs to decide how todo so and it considers the relevant EA principles: > Reuse» buy» build > Ma ‘The organization has decided to go witha specialized vendor, even though it normally prefers to reuse existing components. The vendor has experience inthis domain, understands the data security implications, and can help the organization mitigate risk. Las, the vendor {s known for providing new solutions ona regular basis and isa market leader, making it more likely to provide the organization with innovative solutions ‘an ll and gas company created EA fundamentals to quid the EA ‘uncon case STUDY Industry O18 Gas ‘Source: nfo-Teeh Challenge Asan enterprise architecture funetion starting from ground zero, the organization didnot have the FA fundamentals in place to guide the FA fanetion. Further, the organization als didnot possess an EA funetion scope to define the boundaries ofthe EA function Due tothe lack of EA scope the KA function did not know which par ofthe organization to provide contributions toward. lack of BA andamentals caused confasion regarding the future direction ofthe BA funeton, Solution Info-Tech worked with the EA team to define the different components of the BA fundamentals. This included EA vision and mission statements, EA goals and objectives, and BA principles ‘Additionally, Info-Tech worked withthe BA team to define the BA funetion scope. ‘These FA strategy components were created by examining the needs ofthe busines. The components were aligned with the identified needs of the EA stakeholders Rests “The defined EA function seope helped set out the responsibilities ofthe enterprise architecture function to the organization ‘The EA vision and mission statements and EA goals and objectives were used to guide the direction ofthe EA function, These fundamentals helped the EA function improve its maturity and deliver on ts promises “The EA principles were used in IT review boards to guide the decisions on IT investments in the organization /ntps:wwwinfotech convresearehissidesign-an-enterprise-architectre-strategy 741864113124, 239 AM Design an Enterprise Architecture Strategy | Info-Tech Research Group 3.27 Discuss the ned for a classical methodology and/or a combination elsing Apt practices hoor Input: Essting methodologies ‘Output: Decisions about need of agility, ceremonies, and protocols toe used ‘Materials: Note-taking materials, Whiteboard or flip chart, markers Participants: BA strategy creation tear ‘Add the rationale and implication of adopting an Agile methodology and/or a combination with a traditional methodology, 1. Isthere an EA methodology adopted by the organization? Is there a classical one, or iit purely Agile? 2. What would need to happen to adéress the business goals ofthe organization (eg. is there a need tobe more agile?)? Do you need to have ‘more decisions centralized (eg, to adopt certain standards, security controls)? 23, Where on the decentralization continuum does your organization need tobe? 4. What role would Enterprise Architects have (would they need tobe par of existing ceremonies? Would they neod to blend traditional and agile processos?y? 65. lfa customized methodology is required, identify this as an item tobe Included as part ofthe EA roadmap can be run asa Agile Enterprise Operating Model workshop), Design an Enterprise Architecture Stategy Phase & Design he Ea Services > aka > asDetanyoura pnt ‘This phase will wa you though the following activites: > Select relevant BA services > Finalize the set of services and secure approval This phase Ivelves the follwing patclpants > clo > EATeam > Leaders > Business Leaders ‘Step Select Relevant EA Services /ntps:wwwinfotech convresearehissidesign-an-enterrise-architectre-strategy 75186

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