Gartner for IT Leaders Tool

Enterprise Architecture Charter for

EACharterBank, 2017

October 2016

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Gartner for IT Leaders Enterprise Architecture Charter for EACharterBank, 2017
October 2016 — Page 1

Document Purpose
The purpose of this enterprise architecture (EA) charter is to:

 Describe what EA means for EACharterBank

 Describe how EA will operate within EACharterBank

 Agree on activities

Definition of Enterprise Architecture in EACharterBank

Enterprise architecture is the discipline of proactively and holistically leading
enterprise responses to disruptive forces by identifying and analyzing the execution
of change toward desired business vision and outcomes. — Definition from Gartner
Specific words in this definition imply aspects of how EA will be used:

 Discipline. Security in EACharterBank is not only done by the security group, but also
requires everyone, whether part of the business or IT, in the organization to be
responsible. Similarly, the effectiveness and value of EA should be the responsibility of
the entire organization, not just the EA team or the IT organization. It also implies that
EA is not a project, but an ongoing way of working for EACharterBank.

 Proactive. EA must pre-empt the changes required by the organization to support the
business vision and outcomes, not merely react to the project initiatives when they are
agreed on.

 Holistic. EA operates across the entire organization — it is applied not just to an

individual business area, organizational structure, project or program.

 Disruptions. EACharterBank is affected by disruptive elements outside the control of

the organization. These include technical pressures (new technology opportunities via
hardware or software) organizational pressures (social, environmental or cultural
pressures), environmental demands via legal requirements or economic pressures.
EACharterBank's enterprise architecture must be adaptive to react positively to these.

 Execution of change. EA must react to the desired business outcomes and the
disruptions. As such, the discipline is a change discipline — it positively changes the
behavior of the organization through various EA initiatives and artifacts. It is not a
process of documentation or definition of IT purity. The success of EA in EACharterBank
is in how it gets deployed in the organization.

 Business vision and outcomes. The purpose of the EA discipline is not to develop or
use EA artifacts — standards, frameworks, capability models, anchor models, tools,
roadmaps, current and future states, and so on. These are the tools that EA has at its
discretion to deliver business outcomes. The correct artifacts will be those used to
deliver the desired business outcomes.

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Gartner for IT Leaders Enterprise Architecture Charter for EACharterBank, 2017
October 2016 — Page 2

Objectives and Metrics for 2017

Objectives and Value Proposition
The agreed-on value of the EA practice for the forthcoming half year is in assisting in delivering
the following in support of the business outcomes:

 An agreed-on EA governance model

 A recommendation on ERP licensing across all of the business areas

 An identification of the architectural model and a set of proposals to support digital

business and a bimodal approach with a focus on innovation support

 A set of recommendations for potential cost savings to be made in IT, freeing funds for
other business projects

 An assessment of the completeness of the business continuity plan for EACharterBank

 A raising of the EA maturity in the organization

Metrics
Objective EA Internal or Metric Proposed Date
External
EA governance model Internal — Promoting Creation of an Implemented and
the EA discipline, and architectural review operating by 1
ensuring business and board (ARB) and December 2016
IT alignment of value associated processes to
ratify and prioritize the
EA activities
ERP licensing External — Addressing Recommendation to the Recommendation
the IT run cost EACharterBank board presented on 1
on cost opportunities in February 2017
consolidation to a single
license
Architectural model for External — Logical Architectural support of Proposal with
innovation model to support the bimodal approach associated costs to be
business innovation agreed on at the board presented to the ARB by
level 1 March 2017, and then
to the board by 1 April
2017
IT cost savings External — Addressing Identification of potential Recommendations to
the IT run cost savings to a minimum of the ARB by 1 February
10% 2017, and plans drawn
up with the program
management office by 1
May 2017
Technology innovation External — establish Number of business and Model accepted and
model processes to introduce IT plan changes as a implemented by June
and vet new technology result of opportunity 2017
opportunities as a result identification; active
of business threats and participation by key
disruption business areas

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Gartner for IT Leaders Enterprise Architecture Charter for EACharterBank, 2017
October 2016 — Page 3

Objective EA Internal or Metric Proposed Date

External
EA maturity Internal — Raising the Measurement of EA EA maturity assessment
EA maturity across the maturity and impact and customer
organization assessment over the satisfaction survey
period taken as baseline by 1
Presentation of EA to January 2017 — this will
30% of business and IT be repeated by June
team meetings over the 2017, in time for the EA
period review
Communication of EA to Communications plan to
be developed into a be ratified at the first
formal communications ARB meeting
plan

In agreement with the stakeholders, there will be an EA value review held in June 2017 to assess
the direction, priority and success of the discipline in the organization.

Scope
Enterprise architecture will be applicable across the entire organization, with exceptions permitted
only by agreement with the ARB.
The EA discipline in EACharterBank will be developed by the core EA team, with support as
required by subject matter experts and business, information, domain and solution architects, as
required, in meeting the requirements placed on the team by the ARB.
EA will look at the architectural direction for the next three- to five-year horizon, but this will be
prioritized and focused in support of the business priorities by the ARB. This charter will be
renewed on an annual basis in time for the budgeting process at the start of the year.
External suppliers will be informed of architectural decisions and will be expected to comply with
the architectural direction. When contracts are being developed or revisited, this will be
implemented in discussion with procurement.
The primary focus of the EA team will be in support of business outcomes — specifically in
support of the organization's stated business strategy to become much more digitized in its
approach. This will, in turn, determine the requirements for staffing and activities in business,
information, solution, technical and EA.
Projects will not be run by the EA team but the EA team will liaise closely with the enterprise
program management office (EPMO) to reflect architectural changes or issues.
The EA team will participate in the creation of the strategy documents developed by IT and by the
business, but will not own either of these activities.

EA Governance and Assurance

Governance
The governance of the EA discipline in EACharterBank will be directed by the ARB, consisting of
senior business and IT leaders. The ARB will be responsible for the following:

 Prioritizing the EA value proposition to meet current business outcomes

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Gartner for IT Leaders Enterprise Architecture Charter for EACharterBank, 2017
October 2016 — Page 4

 Ratifying the proposals and implications proposed by the EA team

 Agreeing on the implications on the organization as a whole to adopt the EA discipline

 Delegating authority for EA to ensure alignment with the ratified direction

 Determining what action to take in the case of project noncompliance with

EACharterBank's ratified EA approach
The ARB will meet initially every two weeks. The decisions will be made based on a majority vote.
Delegation of attendance also assumes delegation of voting empowerment.
The composition of the ARB is as follows:

 Chair — The CIO will act as the chair and will be casting a vote where necessary

 Secretary — Chief enterprise architect (a nonvoting position)

 IT head of operations

 IT head of strategy

 IT head of development

 Head of procurement

 Head of sales and marketing

 Head of business strategy

 Head of business development

 Chief technology officer

 Head of business innovation

 CFO (as required)

Assurance
The extended EA team will be responsible for ensuring compliance with the architectural direction
agreed on by the ARB.
Assessment will be done initially by the project self-certifying its architectural compliance.
Architectural reviews will be led by an architectural review committee composed of:

 Lead enterprise architect

 Business architect and/or business analyst

 Solution architect

 Project manager

 Subject matter experts and technical architects, as required

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Gartner for IT Leaders Enterprise Architecture Charter for EACharterBank, 2017
October 2016 — Page 5

Project compliance will be assessed by architectural reviews at the start of the project initiation
and at the end of the design stage, and monitored through development by the linked solution
architect on the project.
Postproject architectural reviews may be performed by the EA team if requested.
Issues raised by the review will be discussed and addressed with the project manager. Where
agreement cannot be reached, or would affect project cost and/or delivery time, the issue will be
escalated to the ARB for a decision.

Roles and Responsibilities

The following groups have responsibility for the EACharterBank as shown in the table below. The
terms used are in the RACI format:

 R = Responsible

 A = Accountable

 C = Consulted

 I = Informed

EACharterBank AR EA EA Business IT Project

Executive B Core Extended Leaders Leaders Development
Board Team Team
Creation of EA A A R C/I C/I C/I I
discipline
Definition and I A R C/I I I I
prioritization of
EA value and
activity
Development I A R C I I I
of EA
deliverables
Ratifying EA I R C/I I I I I
proposals
Ensuring EA I I A A A R A
compliance
Determining I R C I I I C
action with
noncompliance
Identification of I I R C A A C
innovation
opportunities

Related Process Integration

The EA discipline is not a stand-alone activity. The success of the discipline in EACharterBank
depends on the integration of the discipline in all areas of the organization, especially these
processes:

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Gartner for IT Leaders Enterprise Architecture Charter for EACharterBank, 2017
October 2016 — Page 6

 Business strategic planning — The EA team will engage with the business strategic
planning team to discuss key business disrupters and identify cooperative ways of
working to deliver the business objectives identified by the planning team.

 IT portfolio management — The EA team will liaise with the portfolio management
team to identify areas of risk and agree on proposed standards to mitigate the risk.

 EPMO — The EA team will liaise with the EPMO to advise on architectural implications
of projects, and to inform the EPMO of the potential architectural impact of changes in
project delivery or priority.

 Project development — The EA team will work with the project development team to
advise on its architectural direction and design. Solution architects will assist the project
managers to enable design decisions to be made quickly and accurately. Where
necessary, the EA team will lead architectural audits with the development team to
ensure that the defined architecture for EACharterBank is achieved, functional and cost-
effective.

 Procurement — The EA team will collaborate with procurement to ensure the

architectural needs as determined by the ARB are met or referred back to the ARB as
necessary. The EA team will ensure the architectural needs of EACharterBank are
incorporated into any terms of reference and contracts.

 IT management — The EA team will ensure IT management is advised of how the

business intents and desires are accommodated by the EA and the implications on the
IT organization to deliver those business intents and desires.

 Business management — The EA team will ensure business management is advised

of the IT aspects in delivery of the stated business outcomes, and of the implications
these IT aspects will have on meeting the business goals and timelines.

EA Charter Document History

Document and Version Author Notes Date
EA charter for 2017 — Draft 1 C. Smith Initial discussion document for 10 July 2016
stakeholders
EA charter for 2017 — Draft 2 C. Smith Second discussion document 18 September
adjusted for stakeholder 2016
comments
EA charter for 2017 — Current C. Smith Version for ratification and sign-off 1 November 2016
version by ARB

© 2016 Gartner, Inc. and/or its affiliates. All rights reserved.

Gartner is a trademark of Gartner, Inc. or its affiliates.