The Architectural Enterprise: developing an EA program in an organisation Reply

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Enterprise architecture is what happens not what an organisation does.  The teams, roles, structures and functions already exist within most organisations. The benefits of an enterprise architecture are best driven from a central, cross-functional governing body which has the power to (a) analyse the business and (b) drive alignment of the technical architecture.

EA is not a separate team or function.  EA is best achieved from a high-level by linking the functions of teams and business units. Most businesses already have enough EA structures already  in place.  The usual failing is focus not facilities.

Using an active governance, risk & compliance framework enterprises can ensure alignment of business capability and technical architecture.  To achieve this businesses should focus on the following 3 steps:

  1.   Focus on Business Capability not technical architecture.
  •   Use financial modelling.
  •   Use Value Chain modelling for alignment.
  •   Use parametric modelling to ensure that capability does not decrease with costs.
  1.   Become a source of value for the business.  Offer capability development into the Strategic Business Units.
  •   It is the only way to get full visibility of their cost structures.
  •   Build better stakeholder buy-in for complex projects.
  1.   Enterprise Architecture best sits within the GRC function.  An Architectural Council (Tier 2 executives) which helps provide the focus for architectural development.
  •   Reinvigorate the Business Lifecycle Governance Process with dynamic assurance measures.
  •   Remove much of the onerous, burdensome program review and develop a more analytical assurance based model.

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