It Design An Enterprise Architecture Strategy Phases 1 4 V1

Design an Enterprise
Architecture Strategy
Develop a strategy that fits the organization’s maturity
and remains adaptable to unforeseen future changes.
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Table of
Contents
3 Executive Brief
7 Analyst Perspective
10 Executive Summary
18 Phase 1: Explore the Role of Enterprise Architecture
58 Phase 2: Create the Value Proposition
81 Phase 3: Build the EA Fundamentals
122 Phase 4: Design the EA Services
143 Research Contributors
147 Bibliography
Info-Tech Research Group | 2

Develop a strategy that fits the organization’s maturity
and remains adaptable to unforeseen future changes.
EXECUTIVE BRIEF
Build a right-size enterprise architecture strategy
Unlock the Value of
Architecture
Business & IT
Strategy Increased Business and IT
Alignment
Organizational Goals and Enterprise Architecture Strategy
Objectives Robust, Flexible, Scalable,
Interoperable, Extensible and
Business Drivers Reliable Solutions
EA Capabilities and Roles and Organizational
Environment and Industry Services Structure
Trends Timely/Agile Service
Security Architecture Delivery and Operations
Business Architecture
Data Architecture Technology Architecture

Current
Environment Cost-Effective Solutions
Application Integration Architecture
Architecture
Business and IT Challenges Insight and Knowledge
Integration Appropriate Risk Management to
Architecture EA Operating Model Address the Risk Appetite
Opportunities
Innovation
Enterprise Architecture
Increased Competitive Advantage
Maturity
Enterprise Architecture – Thought Model
Organizational goals are ORGANIZATION
the driving force and the
ultimate goal. Analysis Decisions Actions
Goals Enterprise architecture creates new

business value Iterations
Enterprise Architecture
Outcome
s
External forces, pressures, trends, data, etc. Input

Enterprise Architecture Capabilities
Business Strategy
EA Strategy
Domain Arch
EA Operating Model Enterprise Reference
Data & App Architecture
Architecture
Enterprise Principles, )
Goals, Value Chain, Capability,
Security Architecture
Methods, etc. Business Processes
Foundational enterprise decisions Enterprise Governance Infrastructure
Business Data/Apps Technology Integration Security (e.g. Standard Mgmt.) Cloud, Hybrid, etc. Implementation
Operations, Monitoring, and Continuous Improvement
Agile Agile Agile Agile Agile Agile

Iteration iteration Iteration Iteration Iteration Iteration

Analyst
Perspective
Enterprise architecture is NOT a one-size-fits-all endeavor. It needs to be right-
Enterprise sized to the needs of the organization.
architecture (EA) Enterprise architects are boots on the ground and part of the solution; in
addition, they need to have a good understanding of the corporate strategy,
needs to be right- vision, and goals and have a vested interest on the optimization of the outcomes
sized for the needs for the enterprise. They also need to anticipate the moves ahead, to be able to
of the organization. determine future trends and how they will impact the enterprise.
Milena Litoiu
Principal/Senior Director, Enterprise Architecture

Info-Tech Research Group

Analyst Perspective “Enterprise architects need to think about and consider different areas of
expertise when formulating potential business options. By understanding the
context, the puzzle pieces can combine to create a positive business outcome that
aligns with the organization’s strategies. Sometimes there will be missing pieces;
EA provides leveraging what you know to create an outline of the pieces and collaborating
business options with others can provide a general direction.”
based on a deep Jean Bujold
understanding of Senior Workshop Delivery Director

the organization.
“The role of enterprise architecture is “Every transformation journey
to eliminate misalignment between is an opportunity to learn: ‘Tell
the business and IT and create value me and I forget. Teach me and I
for the organization.” remember. Involve me and I learn.’
Benjamin Franklin.”
Reddy Doddipalli
Senior Workshop Director, Research
Graham Smith
Senior Lead Enterprise Architect and Independent
Consultant

Design an enterprise
architecture strategy that:
• Helps the organization make decisions that are hard to
change in a complex environment.
• Fits the current organization’s maturity and remains flexible

and adaptable to unforeseen future changes.

Executive Summary
Your Challenge Common Obstacles Info-Tech’s Approach
• Is a holistic, top-down approach, from the
We need to make decisions today for an unknown Decisions are often made: business goals all the way to implementation.
future. Decisions are influenced by:
• Without a clear understanding of the business • Has EA act as the canary in the coal mine. EA
• Changes in the environment you operate in. goals. will identify and mitigate risks in the
• Complexity of both the business and IT • Without a holistic understanding; sometimes in organization.
landscapes. conflict with one another. • Enables EA to provide an essential service
• IT’s difficulty in keeping up with business • That hinder the continuity of the organization. rather than be an isolated kingdom or an ivory
demands and remaining agile. tower.
• That prevent value optimization at the
• Program/project delivery pressure and long- enterprise level. • Acknowledges that EA is a balancing act among
term planning needs. competing demands.
The more complex an organization, the more
• Other internal and external factors affecting players involved, the more difficult it is to • Makes decisions using guiding principles and
your enterprise. overcome these obstacles. guardrails, to create a flexible architecture that
can evolve and expand, enabling enterprise
agility.
Info-Tech Insight
There is no “right architecture” for organizations of all sizes, maturities, and cultural contexts. The value of enterprise architecture can only be measured
against the business goals of a single organization. Enterprise architecture needs to be right-sized for your organization.

Info-Tech Continuous innovation is of paramount importance in achieving and maintaining competitive
advantage in the marketplace.
insight Business engagement EA fundamentals Enterprise services
summary on It is important to trace
architectural decisions to
EA fundamentals will shape how Definitions of enterprise services
arch. agility
enterprise architects think and act, should start from the business
business goals. As business how they engage with the goals of the organization and the
goals evolve, architecture should organization, what decisions they capabilities IT needs to perform
evolve as well. make, etc. for the organization to survive in
the marketplace.
As new business input is Start small and lean and evolve as
provided during Agile cycles, needed. Continuous delivery and
architecture is continuously continuous innovation are the two
evolving. Continuously align strategy with facets of architecture.
delivery and operations.
Architects should establish

themselves as business partners as
well as implementation/delivery
leaders.
Tactical insight Tactical insight Tactical insight

Your current maturity should be Take Agile/opportunistic steps EA services differ based on goals,
reflected as a baseline in the toward your strategic North star. maturity, and the Agile appetite of
strategy. the enterprise.

From the best industry experts
“The trick to getting value from enterprise

architecture is to commit to the long haul.”
Jeanne W. Ross, MIT CISR
Co-author of Enterprise Architecture as Strategy:
Creating a Foundation for Business Execution,
Harvard Business Press, 2006.

Typical EA maturity stages
The trick to getting value from enterprise architecture is to commit to the long haul.
Copyright © MIT, 2019

Enterprise Architecture maturity
Innovator – Transforms the Business
EA needs to Reliable Technology Innovation
be here Business Partner – Expands the Business
Effective Use of Enterprise Architecture in all Business Projects,
Enterprise Architecture Is Strategically Engaged
Trusted Operator – Optimizes the Business
Enterprise Architecture Provides Business, Data, Application &
Technology Architectures for All IT Projects
Firefighter – Supports the Business

EA is here Reliable Architecture for Some Practices/Projects
Unstable – Struggles to Support

Inability to Provide Reliable Architectures
Info-Tech Insight
There is no “absolute maturity”
Info-Tech Insightfor organizations of all sizes, maturities, and cultural contexts. The maturity of enterprise architecture can only be
measured against the business goals of the organization.
There is NO “right architecture” for all size organizations, maturities and cultural contexts. Enterprise Architecture needs to be right-
sized for your organization. The value of Enterprise Architecture can be only measured against the business goals of the organization. Info-Tech Research Group | 14
Info-Tech offers various levels of support to
best suit your needs
Guided Implementation
DIY Toolkit Workshop Consulting
“Our team has already made this “Our team knows that we need to “We need to hit the ground “Our team does not have the time
critical project a priority, and we fix a process, but we need running and get this project or the knowledge to take this
have the time and capability, but assistance to determine where to kicked off immediately. Our project on. We need assistance
some guidance along the way focus. Some check-ins along the team has the ability to take this through the entirety of this
would be helpful.” way would help keep us on over once we get a framework project.”
track.” and strategy in place.”
Diagnostics and consistent frameworks are used throughout all four options.

Workshop Overview Contact your account representative for more information.
workshops@infotech.com 1-888-670-8889
Session 1 Session 2 Session 3 Session 4 Session 5

Identify organizational needs Create the EA value Define the EA fundamentals Identify the EA framework and Next Steps and
and landscape proposition communicate the EA strategy Wrap-Up (offsite)
1.0 Interview stakeholders to 2.1 Identify and prioritize EA 3.1 Define the EA goals and objectives 4.1 Define initial EA operating model 5.1 Generate workshop
identify business and stakeholders and governance mechanism report
3.2 Determine EA scope
technology needs
2.2 Create business and 4.2 Define the activities and services the 5.2 Set up review time for
3.3 Create a set of EA principles
Activities
1.1 Review organization technology drivers from EA function will provide, derived workshop report and to
perspective, including needs 3.4. Define the need of a from business goals discuss next steps
business needs, challenges, methodology/agility
2.3 Define the EA value 4.3 Determine effectiveness measures
and strategic directions 3.5 Create the EA vision and mission
proposition
4.4 Create EA roadmap and next steps
1.2 Conduct PESTLE analysis to statement
2.4 Identify EA maturity and
identify business and 4.5 Build communication plan for
target
technology trends stakeholders
1.3 Conduct SWOT analysis to
identify business and
technology internal
perspective
1. Stakeholder insights 1. Stakeholder power map 1. EA scope 1. EA capabilities mapped to business 1. Completed workshop
goals of the organization report on EA strategy
2. Organizational needs, 2. List of business and 2. List of EA principles
with roadmap,
challenges, and direction technology drivers with 2. List of EA activities and services the
3. EA vision statement recommendations, and
summary associated pains EA function is committed to
Outcomes
4. EA mission statement outcomes from workshop

providing
3. PESTLE & SWOT analysis 3. Set of EA contributions
articulating the promises of 5. Statement about role of enterprise 3. KPI definitions
value in the EA value architect relative to agility
4. EA roadmap
proposition
5. EA communication plan Info-Tech Research Group | 16
4. EA maturity assessment
Guided Implementation A Guided
While variations depend on the maturity of the organization as well as its
aspirations, these are some typical steps: Implementation (GI) is
a series of calls with an
Info-Tech analyst to
Phase 1 Phase 2 Phase 3 Phase 4
help implement our
best practices in your
organization.
Call #1: Call #2: Call #4: Call #5: Call #8: Build
Explore the Identify and Prepare for Understand the your EA
role of EA in prioritize stakeholder importance of roadmap and A typical GI is 8 to 12
your stakeholders. interviews. EA communicatio
Call #3: Use a fundamentals. n plan.
calls over the course of
organization. Call #5:
PESTLE Discuss your
Call #6: Define 4 to 6 months.
analysis to the relevant EA Call #9: Discuss
EA value
identify services and the EA role
proposition.
business and their relative to
technology contributions to agility.
needs. the organization.
Call #7: Call #10:
Measure EA Summarize
effectiveness. results and
plan next steps.
Info-Tech
Info-Tech Research
Research Group| 17
Group | 17
Phase 1 This phase will walk you through the
following activities:
Define the role of the group and different

Explore the Role of Enterprise Architecture roles inside the enterprise architecture
competency.
This phase involves the following

participants:
Phase 1 • CIO
1.1 Explore a general Phase 2 • IT Leaders
EA strategy approach 2.1 Define the business and • Business Leaders
1.2 Introduce Agile EA technology drivers
architecture 2.2 Define your value
proposition
Phase 3 Phase 4 Architecture Strategy
3.1 Realize the importance 4.1 Select relevant EA
of EA fundamentals services 4.2 Finalize the set
3.2 Finalize the EA of services and secure
fundamentals approval

Enterprise architecture optimizes the outcomes of
the entire organization
Corporate
Strategy
Info-Tech Insight
Enterprise architecture needs to have input from the
corporate strategy of the organization. Similarly, EA
governance needs to be informed by corporate governance. If
this is not the case, it is like planning and governing with
your eyes closed.
Enterprise
Architecture
Strategy

Existing EA functions vary in the value they achieve due to
their level of maturity
Operationalized
• EA function is
operationalized and
operates as an effective
core function.
Common EA value
• Effectively aligns the
business and IT through
governance,
Decreased cost Reduced risk
EA Functions communication, and
engagement.
Emerging Cut through Increased

• Emerging but limited ad complexity agility
hoc EA function.
• Limited by lack of
alignment to the
business and IT.
Source: Booz & Co., 2009

Benefits of enterprise
architecture 1 Focuses on business outcomes (business centricity)
2 Provides traceability of architectural decisions to/from business goals
3 Provides ways to measure results
4 Provides consistency across different lines of business:

establishes a common vocabulary, reducing inconsistencies
5 Reduces duplications, creating additional efficiencies at the enterprise

level
6 Presents an actionable migration to the strategy/vision, through short-

term milestones/steps

Benefits of enterprise
architecture 7 Done right, increases agility
continued 8 Done right, reduces costs
9 Done right, mitigates risks
10 Done right, stimulates innovation
11 Done right, helps achieve the stated business goals (e.g. customer
satisfaction) and improves the enterprise agility.
12 Done right, enhances competitive advantage of the enterprise

Qualities
of a well- 1 Objective
established and
practical 2 Impartial
enterprise 3 Credible
architecture
4 Practical
5 Measurable
Source: University of Toronto, 2021

Members of the Role of the enterprise
Architecture Board:
architecture
• Chief (Business) Strategist
• Lead Enterprise Architect • Primarily to set up guardrails for the enterprise, so Agile teams work
independently in a safe, ready-to-integrate environment
• Business SME from each major
• Establish strategy
domain
• Establish priorities
• IT SME from each major
• Continuously innovate
domain
• Establish enterprise standards and enterprise guardrails to guide
• Operational & Infrastructure Solution/Domain/Portfolio Architectures
SME
• Align with and be informed by the organization’s direction
• Security & Risk Officer
• Process Management
• Other relevant stakeholders
For enterprise architecture to contribute, EA must address the organizational
vision and goals
External Factors Layers of a Business Model
Industry Changes Business Strategy
Value Streams
Competition (Business Outcomes) Architecture
tion
Supported
Business Capability
Transformation
iz a
Regulatory Impacts Maps
Security
gan
Execution
Workforce Impacts
Or
• Policies • Information
• Processes • Applications
• People • Technology
Info-Tech Insight
External forces can affect the organization as a whole; they need to be included as part of the holistic approach for enterprise architecture.

How does EA provide value?
Business and A set of statements created from business and technology needs.
Technology Gathered from information sources, it communicates
Drivers improvements needed. Info-Tech Insight
Enterprise architecture
Vision, needs to create and be part
Aspirations, Vision, aspirations, long term goals of a culture where decisions
Long-Term are made through
Goals collaboration while focusing
on enterprise-wide
efficiencies (e.g. reduced
EA contributions that will alleviate obstructions.
EA duplication, reusability,
Removing the obstructions will allow EA to help satisfy
Contributions enterprise-wide cost
business and technology needs.
minimization, overall
security, comprehensive
risk mitigation, and any
Promise of Value other cross-cutting
concerns) to optimize
A statement that depicts a concrete benefit that the EA corporate business goals.
practice can provide for the organization in response
to business and technology drivers.

The EA function scope is influenced by the EA value proposition and
previously developed EA fundamentals
Establish the EA function scope by using the EA value proposition and EA fundamentals that have already been developed.
After defining the EA function scope, refer back to these statements to ensure it accurately reflects the EA value proposition
and EA fundamentals.
Organizational coverage
EA value proposition
Architectural domains
EA function scope
Depth
EA vision statement
EA mission statement Time horizon
EA goals and objectives
Influences Defines

EA team characteristics
Someone who has been in the organization for a long time

and has built strong relationships with key stakeholders. This
individual can exert influence and become the EA strategy
sponsor.
Create the optimal EA strategy An individual who understands how the different
technology components in the organization
by including personnel who The team support its business operations.
assembled to
understand a broad set of topics create the EA
strategy will be Someone in the organization who can
in the organization defined as the
communicate IT concepts to business managers
in a language the business understands.
“EA strategy
creation team” in
this blueprint.
An individual with a strategy background or
perspective on the organization. This individual will
understand where the organization is headed.
Any individuals who feel an acute pain as a result of poorly

made investment decisions. They can be champions of EA
strategy in their respective functions.

EA skills and
competencies
• Architectural thinking
• Analytical
• Trusted, credible
• Can handle complexity
• Can change perspectives
Apart from business know-how,
• Can learn fast (business and technology)
the EA team should have the • Independent and steadfast
following skills • Not afraid to go against the stream
• Able to understand problems of others with empathy
• Able to estimate scaling on design decisions such as model patterns
• Intrinsic capability to identify where relevant details are
• Able to identify root causes quickly
• Able to communicate complex issues clearly
• Able to negotiate and come up with acceptable solutions
• Can model well
• Able to change perspectives (from business to implementation and
operational perspectives). Info-Tech Research Group | 29
Use of enterprise
architecture
methodologies
Using an enterprise architecture methodology is a good starting point to
achieving a common understanding of what that is. Often, organizations
Balance EA methodologies with agree to "tailor" methodologies to their needs.
Agile approaches
The use of lean/Agile approaches will increase efficiency beyond traditional
methodologies.

Use of EA methodologies vs.
Agile methods
• Use an existing methodology to structure your thinking and establish a
common vocabulary to communicate basic concepts, processes, and
approaches.
• Customize the methodology to your needs; make it as lean as possible.
• Execute in an Agile way, but keep in mind the thoughtful checks
When to use what? recommended by your end-to-end methodology.
• Clarify goals.
• Have good measures and metrics in place.
• Continuously monitor progress, fit for purpose, etc.
• Highlight risks, roadblocks, etc.
• Get support.
• Communicate vision, goals, key decisions, etc.
• Iterate.

Business strategy first, EA strategy second, and EA
operating model third
“Why does our
enterprise exist in Corporate
the market?” Strategy
“What does EA need to “How does the

be and do to support the Business & organization’s culture
enterprise’s ability to EA Strategy IT Operating and structure
meet its goals? What is Culture influence the EA
EA’s value proposition?” operating model?”
EA “How does EA need to

Operating operate on a daily basis to
Model deliver the value
proposition?”
High-level perspective • Environment. Influences that are external to the organization, such as
customer perceptions, changing needs, and changes in technology, and the
organization’s ability to adjust to them.
• Strategy. The business strategy defines how the organization adds value
and acts as the rudder to direct the organization. Organizational strategy
Creating an effective practice defines the character of the organization, what it wants to be, its values, its
involves many moving parts. vision, its mission, etc.
• Core Process. The flow of work through the organization.
• Structure. How people are organized around business processes. Includes

Culture
reporting structures, boundaries, roles, and responsibilities. The structure
should assist the organization with achieving its goals rather than hinder its
performance.
Systems • Systems. Interrelated sets of tasks or activities that help organize and
Strategy Results
Environment
Leadership coordinate work.
• Culture. The personality of the organization: its leadership style, attitudes,
habits, and management practices. Culture measures how well philosophy is
Core
Structure translated into practice.
Processes
• 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
agility.
Source: The Center for Organizational Design Info-Tech Research Group | 33
The answer to the strategic planning
entity dilemma is enterprise
architecture
Vision, goals, and aspirations as well internal and external
pressures
Enterprise architecture is a
discipline that defines the Business current state IT current state
structure and operation of an Existing

capability
Existing
capability
Existing
capability
IT asset
management
Database
services
organization. The intent of Existing Existing Application
development
enterprise architecture is to capability capability
Enterprise
determine how an organization Business target state Architecture IT target state
can most effectively achieve its Existing

capability
Existing
capability
Existing
capability
IT asset
management
Database
services
current and future objectives. Existing Existing New Application Business
capability capability capability development analytics
Complex, overlapping, contradictory world of humans vs. logical binary world of IT
EA is a planning tool to help achieve the corporate business goals

EA spans across all the domains of
architecture
Business architecture is the cornerstone that sets the foundation for all other “An enterprise
architecture practice is
architectural domains: security, data, application, and technology. both difficult and costly to
set up. It is normally built
around a process of peer
Enterprise Architecture review and involves the
Digital Architecture
time and talent of the
strategic technical
Data leadership of an
Architecture enterprise.”
Technology
Architecture
– The Open Group Architecture

Architecture
Security
Framework, 2018
Infrastructure
Application
Architecture

Enterprise architecture deployment
continuum
Federate
Centralize d Decentralize Info-Tech Insight
d d
Level of Embedding The primary question during the design of
the EA operating model is how to integrate
the EA function with the rest of the
EA
business.
If the EA practice functions on its own, you
EA EA EA end up with ivory tower syndrome and a
EA
dictatorship.
BU
BU BU
BU BU
BU BU
BU BU
BU BU BU BU BU If you totally embed the EA function within
business units it will become siloed with no
enterprise value.
Ivory Balance Siloe
Tower d d Organizations need to balance consistency
Democrac at the enterprise level with creativity from
Dictatorship Abdication of the grass roots.
y
enterprise role
EA Value

Enterprise vs. Program/Portfolio/Domain
Technology
Architecture Business
Requirements
Business
Business
Architecture Processes
Applications Solutions
Data Architecture Architecture Architecture
Enterprise Scope s Program/Portfolio Scope
Info-Tech Insight
Decisions at the enterprise level apply across multiple programs/portfolios/solutions and represent the guardrails set for all to play within.

Decide on the degree 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, will be decentralized as they plan to scope their EA program. What are the core functions to be centralized for the EA to
deliver the greatest benefits?
Typically, we see a need to have a centralized repository of reusable assets and standards across the organization, while other
approaches/standards can operate locally.
Centralization Decentralization
• Allows for more strategic planning • May allow for more innovation
• Visibility into standards and assets across the organization • May be easier to demonstrate local compliance if the
promotes rationalization and cost savings organization is geographically decentralized
• Ensures enterprise-wide assets are used • May be easier to procure software if offices are in
different countries
• More strategic sourcing of vendors and resellers
• Deployment and installation of software on user devices
• Can centrally negotiate pricing for better deals
may be easier
• Easier to manage risk and prepare for audits
• Greater coordination of resources
• Derives benefits from enterprise decisions, e.g. integration…

EA strategy
• What needs to be done?

• Who needs to be involved?
What is the role of enterprise • When?
architecture vis-à-vis business
• Where?
goals?
• Why?
• How?

Top-down approach starting from the goals of the
organization
Business What the
Goals Business Sees…
Value
Streams
What the App What the Program
Capabilitie
Managers See … Managers See …
s
Processes
What the CxO Sees …
Programs/
Applications Projects
Info-Tech Insight
Being able to answer the deceptively simple question “How am I doing?” requires traceability to and from the business goals to be achieved all the way to
applications, to infrastructure, and ultimately, to the funded initiatives (portfolios, programs, projects, etc.).

Measure EA strategy effectiveness by tracking the benefits it provides
to the corporate business goals
The success of the EA function spans across three main dimensions:
1. The delivery of EA-enabled business outcomes that are most important to the enterprise.
2. The alignment between the business and the technology from a planning perspective.
3. Improvements in the corporate business goals due to EA contributions (standardization, rationalization, reuse, etc.).
Corporate Business Goals EA Contributions Measurements
• Reduction in operating costs • Alignment of IT investments to business • Cost reductions based on application and
• Decreased regulatory compliance infractions strategy platform rationalization
• Increased revenue from existing channels • Achievement of business results directly linked • Time and cost reductions due to standardization
• Increased revenue from new channels to IT involvement • Time reduction for integration
• Faster time to business value • Application and platform rationalization • Service reused
• Improved business agility • Standards in place • Stakeholder satisfaction with EA services
• Reduction in enterprise risk exposure • Flexible architecture • Increase in customer satisfaction
• Better integration • Rework minimized
• Higher organizational satisfaction with • Lower cost of integration
technology-enabled services and solutions • Risk reduction
• Faster time to market
• Better scalability, etc.
Info-Tech Insight
Organizations must create clear and smart KPIs (key performance indicators) across the board.

From corporate
strategy to
enterprise
architecture
Info-Tech Insight
In the absence of a corporate strategy,
enterprise architecture is missing its
North Star.
However, enterprise architects can
partner with the business strategists to
build the needed vision.

Traceability to and from business corporate business
goals to EA contributions (sample)

Enterprise architecture journey
Business Industry-Specific
EA Operating Model Data Architecture
Goals Capability Model
Business
Architecture
EA Strategy
Infrastructure Architecture
EA Tooling
Customized to the
EA Governance Application
Organization’s Needs
EA Maturity Architecture
Assessment

Agile architecture
principles
According to the Scaled Agile Framework, three of the most applicable
Agile architecture principles: principles for the architectural professions refer to the following:
• Fast learning cycle 1. "Fast learning cycle" refers to learning cycles that allow for quick
reiterations as well as the opportunity to fail fast to learn fast.
• Explore alternatives 2. "Explore alternatives" refers to the exploration phase and also to the need
• Create environment for to make tough decisions and balance competing demands.
decentralized ideation and 3. "Create environment for decentralized ideation and innovation" ensures
that no one has a monopoly on innovation. Moreover, EA needs to invite
innovation
ideas from various stakeholders (from the business to operations as well as
implementers, etc.).

Architecture roles in lean
enterprises
• System Architect
Typical architecture roles in
modern/Agile lean enterprises • Solution Architect
• Enterprise Architect

Depth vs. strategy focus
Typical architect roles

Architecture roles
continued
Info-Tech Insight
All architects are boots on the
ground and play in the
solutioning space. What differs
is their decisions’ impact (the
enterprise architect’s decisions
affects all domains and
solutions).
SAFe definitions of the Enterprise/Solution

and System Architect roles can be found here.
The role of the Enterprise Architect is

Adapted from Scaled Agile detailed here.

Collaboration models across the enterprise
There are both formal and informal

collaborations between enterprise architects
and solution architects across the enterprise.
Info-Tech Insight
Enterprise architects should collaborate
with solutions architects to create the
best solutions at the enterprise level and
to provide guidance across the board.
Adapted from Disciplined Agile

Architect roles in SAFe
According to Scale Agile Framework 5 for Lean Enterprises:
• The system architect participates in the Essential SAFe

• Solution architects and system architects participate in Large Solution
• The enterprise architect participates in the Portfolio SAFe
• Enterprise, solution, and system architects are all involved in Full SAFe
Please check the SAFe Scaled Agile site for detailed information on the approach.

Architect roles and their Info-Tech Insight
participation in Agile events A clear commitment for architects to achieve and support agility is needed. Architects
should not be in an ivory tower; they should be hands on and engaged in all
(see likely events and a typical relevant Agile ceremonies, like the pre- and post-program increment (PI) planning, etc.
calendar) Architect syncs are also required to ensure the needed collaboration.
Architect participation in Agile ceremonies, according to SAFe:

• Agile Architecture in SAFe
• Pre- and Post-PI Planning

Architecture runway (at scale)
Info-Tech Insight
Architecting for scale, modularity, and extensibility is key for the architecture to adapt to changing conditions and evolve.
Proactively address NFRs; architect for performance and security.
Continuously refine the solution intent.
For large solutions, longer foundational architectural runways are needed.
Having an intentional continuous improvement/continuous development (CI/CD) pipeline to continuously release, test, and monitor is key
to evolving large and complex systems.

Parallel continuous exploration/integration/deployment
Info-Tech Insight
Architects need to help make some
fundamental decisions, e.g. help define the
environment that best supports continuous
innovation or exploration and continuous
integration, deployment, and delivery.

Typical strategic
enterprise
architecture
involvement
Adapted from Scaled Agile

The EA statement relative to agility
The enterprise architecture statement relative to agility specifies the architects’ responsibilities as well as the Agile protocols
they will participate in. This statement will guide every architect’s participation in planning meetings, pre- and post-PI, various
syncs, etc. Use simple and concise terminology; speak loudly and clearly.
Strong EA Describes what different architect Compelling

roles do to achieve the vision of the Easy to grasp
statement organization
relative to Sharply focused
In an agile way
agility has the Specific
following Concise
characteristics:
• Create strategies that provide guardrails for the organization, provide
Sample EA standards, reusable assets, accelerators, and other decisions at the
statement enterprise level that support agility.
relative to agility • Participate in pre-PI and post-PI planning activities, architect syncs,
etc.

A clear Below is a sample of connecting keywords to form an enterprise architect role
statement, relative to agility.
statement can
include We collaborate with the business
to analyze and optimize business
We support IT-enabled business
transformation programs by
We identify and develop new and
creative opportunities for IT to
additional capabilities and business

processes to enable the agile and
building and maintaining a shared
vision of the future-state
enable the business. We
communicate the art of the
details efficient attainment of [Company

name] business objectives.
enterprise and consistently
communicating it to stakeholders.
possible to the business.
surrounding the
enterprise Optimize, transform, and innovate by defining and
implementing the [Company]’s target enterprise architecture in an
architect’s role agile way.
relative to
agility We engage with project teams
early and guide solution design
We analyze business needs and priorities and assess the current state of the
enterprise. We build and maintain the target enterprise architecture blueprints
and selection to ensure that define:
alignment to the target-state • Business capabilities and processes (business architecture)
enterprise architecture and • Data, application, and technology assets that enable business capabilities
provide guidance and and processes (technology architecture)
accelerators. • Architecture principles
• Standards and reusable assets
• Continuous exploration, integration, and deployment
Traditional vs. Agile approaches
Traditional Enterprise Architecture Next-Generation Enterprise Architecture
Scope: Technology focused Business transformation (scope includes both business and
technology)
Bottom up Top down
Inside out Outside In
Point to point; difficult to change Expandable, extensible, evolvable
Control-based: Governance intensive; often over-centralized Guidance-based: Collaboration and partnership-driven based on
accepted guardrails
Big up-front planning Incremental/dynamic planning; frequent changes
Functional siloes and isolated projects, programs, and portfolios Enterprise-driven outcome optimization (across value streams)
Info-Tech Insight
The role of the architecture in Lean (Agile) approaches is to set up the needed guardrails and ensure a safe environment where everyone can be effective
and creative.

• Identify and prioritize EA
Create the EA Value Proposition stakeholders.
• Create business and technology
drivers from stakeholder information.
• Identify business pains and
technology drivers.
• Define EA contributions to alleviate
Phase 1 Phase 2 the pains.
1.1 Explore a general 2.1 Define the business and
• Create promises of value to fully
EA strategy approach technology drivers
articulate the value proposition.
1.2 Introduce Agile EA 2.2 Define your value
architecture proposition
participants:
• CIO
• IT Leaders
Phase 3 Phase 4 • Business Leaders
fundamentals approval Architecture Strategy

Step 2.1 This step will walk you through the
Define the Business and Technology Drivers • Learn the five-step process to create
an EA value proposition.
• Uncover business and technology

needs from stakeholders.
Activities
2.1.1 Use a stakeholder power map to identify and prioritize EA This step involves the following
stakeholders participants:
• CIO
2.1.2 Conduct a PESTLE analysis
• IT Leaders
2.1.3 Review strategic planning documents • Business Leaders
2.1.4 Conduct EA stakeholder interviews
Outcomes of this step

Create the Value Proposition
An understanding of your organization’s
EA needs.
Step 2.1 Step 2.2

Value proposition is an important step in the creation of the EA
strategy
Creating an EA value proposition should be the first step to realizing a healthy EA function. The EA
value proposition demonstrates to organizational stakeholders the importance of EA in helping to Info-Tech Insight
realize their needs.
EA can deliver many benefits to
Five steps towards the successful articulation of EA value proposition: an organization. To increase the
likelihood of success, each EA
Identify and prioritize stakeholders. The EA function must know to whom to communicate the value
1 group needs to commit to
proposition.
delivering value to their
organization based on the current
Construct business and technology drivers. Drivers are derived from the needs of the business and IT. operating environment and the
2
Needs come from the analysis of external factors, strategic documents, and interviewing stakeholders.
desired direction of the
Helping stakeholders and the organization realize their needs demonstrates the value of EA.
enterprise. An EA value
proposition will articulate the
3 Discover pains that prevent driver realization. There are always challenges that obstruct drivers of the group’s promises of value to the
organization. Find out what they are to get closer to showing the value of EA. enterprise.
Brainstorm EA contributions. Pains that obstruct drivers have now been identified. To demonstrate EA’s
4 value, think about how EA 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.
Derive promises of value. Complete the articulation of value for the EA value proposition by stating how
5 realizing the business or technology will provide in terms of value for the organization. Speak with the
stakeholders to discover the value that can be achieved.

The foundation of an optimal EA value proposition is laid by
defining the right stakeholders
All stakeholders need to know how the EA function can help them. Provide the stakeholders with an
understanding of the EA strategy’s impact on the business by involving them.
A stakeholder map can be a powerful High Keep satisfied Key players “Stakeholder management is critical
tool to help identify and prioritize to the success of every project in
stakeholders. A stakeholder map is a CEO every organization I have ever
visual sketch of how various CFO
needs to be
CFO worked with. By engaging the right
stakeholders interact with your engaged people in the right way in your
organization, with each other, and with COO CIO project, you can make a big
difference to its success…and to your
Power
external audience segments.
Minimal effort Keep informed career.”
in
flu
en
– Rachel Thompson, MindTools
ce
s
Marketing Director
Production of Ops
Head
Head Chief
Architect
Low
Low High
Involvement

Input Output
2.1.1 Use a stakeholder power map to

identify and prioritize EA stakeholders • Expertise from the EA
strategy creation team
• An identified and prioritized
set of stakeholders for the
EA function to target
2 hours
1. A stakeholder power map helps 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. Evaluate each stakeholder in terms of power, Involvement, impact, and support.

• Power: How much influence does the stakeholder have? Enough to drive the project
forward or into the ground?
• Involvement: How interested is the stakeholder? How involved is the stakeholder in the Materials Participants
project already?
• Impact: To what degree will the stakeholder be impacted? Will this significantly change
how they do their job? • Note-taking materials • EA strategy creation team
• Support: Is the stakeholder a supporter of the project? Neutral? A resistor? • Whiteboard or flip chart,
3. Map each stakeholder to an area on the Power Map Template. markers
4. Ask yourself if the power map looks accurate. Is there someone who has no involvement in EA
strategy development but should?
5. Some stakeholders may have influence over others. For example, a COO who highly values the
opinion of the Director of Operations would be influenced by that director. Draw an arrow from
one stakeholder to another to signify this relationship.
Download the Stakeholder Power Map Template for more
detailed instructions on completing this activity. Info-Tech Research Group | 62
Each stakeholder will have a set of needs that will influence the final
All stakeholders will have a set of needs they would like to address. Take those needs and translate them into business and
technology drivers. Drivers help clearly articulate to stakeholders, and the EA function, the stakeholder needs to be addressed.
Business Driver Technology Driver
Business drivers are internal or external business Technology drivers are internal or external
conditions, changing business capabilities, and technology conditions or factors that are not within
changing market trends that impact the way EA the control of the EA group that impact the way that
operates and provides value to the enterprise. the EA group operates and provides value to the
enterprise.
Examples: Examples:
Ensure corporate compliance with legislation Establish standards and policies for enabling the
pertaining to data and security (e.g. regulated oil organization to take advantage of cloud and mobile
fields). technologies.
Enable the automation and digitization of internal Reduce the frequency of shadow IT by lowering the
processes and services to business stakeholders. propensity to make business–technology decisions
in isolation.
Source: The Strategic CFO, 2013

Gather information from stakeholders to begin the process of
distilling business and technology drivers
Review information sources, then analyze them to derive business and technology drivers. Information
sources are not targeted towards EA stakeholders. Analyze the information sources to create drivers that
are relevant to EA stakeholders.
Information Sources Drivers (Examples)
Help the organization

align technology
PESTLE Analysis
investments with
corporate strategy.
Strategy Documents
Ensure corporate
Strategy Documents
Analysis compliance with
legislation.
Stakeholder Interviews
Increase the
SWOT Analysis organization’s
speed to market.
Business and Technology Needs

By examining information sources, the EA team will come
across a set of business and technology needs. Through
analysis, these needs can be synthesized into drivers.

The PESTLE analysis will help you uncover external factors
impacting the organization
PESTLE examines six perspectives for external factors that may impact business and technology needs.
Below are prompting questions to facilitate a PESTLE analysis working session.
• Will a change in government (at any level) affect your • How are your costs changing (moving off-shore, fluctuations in
organization? markets, etc.)?
Economic
Political
• Do inter-government or trade relations affect you? • Do currency fluctuations have an effect on your business?
• Are there shareholder needs or demands that must be • Can you attract and pay for top-quality talent
considered? (e.g. desirable location, reasonable cost of living, changes to
insurance requirements)?
• What are the demographics of your customers and/or employees? • Do you require constant technology upgrades (e.g. faster network,
new hardware)?
• What are the attitudes of your customers and/or staff
(e.g. do they require social media, collaboration, transparency of • What is the appetite for innovation within your industry/business?
Technological
costs)?
• Are there demands for increasing data storage, quality, BI, etc.?
Social
• What is the general lifecycle of an employee (i.e. is there high

• Are you looking to cloud technologies?
turnover)?
• What is the stance on bring your own device?
• Is there a market of qualified staff?
• Are you required to do a significant amount of development work
• Is your business seasonal?
in-house?
• Are there changes to trade laws? • Is there a push towards being environmentally friendly?
Environmental
• Are there changes to regulatory requirements (i.e. data storage • Does the weather have any effect on your business (hurricanes,
Legal
policies, privacy policies)? flooding, etc.)?

• Are there union factors that must be considered?

Input Output
2.1.2 Conduct a • Expertise from EA strategy • Identified set of business
PESTLE analysis creation team and technology needs from

PESTLE
2 hours
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 their assigned perspectives. Use
some of the areas noted below along with the questions on the previous slide to derive business and
technology needs.
• Political: Examine taxes, environmental regulations, and zoning restrictions.
• Economic: Examine interest rates, inflation rate, exchange rates, the financial and stock
markets, and the job market.
• Social: Examine gender, race, age, income, disabilities, educational attainment, employment
Materials Participants
status, and religion.
• Technological: Examine servers, computers, networks, software, database technologies,
wireless capabilities, and availability of Software as a Service. • Note-taking materials • EA strategy creation team
• Legal: Examine trade laws, labor laws, environmental laws, and privacy laws.
• Whiteboard or flip chart,
• Environmental: Examine green initiatives, ethical issues, weather patterns, and pollution. markers
3. Ask each group to take into account the following questions when deriving business and technology
needs:
Download the PESTLE Analysis Template to assist
• Will business components require any changes to address the factor? with completing this activity.
• Will information technology components changes be needed to address any factor?
4. Have each team record its findings. Have each team present its list and have remaining teams give
feedback and additional suggestions. Record any changes in this step. Info-Tech Research Group | 66
Strategic planning documents can provide information regarding the
direction of the organization
Some organizations (and business units) create an authoritative strategy document. These documents contain corporate
aspirations and outline initiatives, reorganizations, and shifts in strategy. From these documents, a set of business and
technology needs can be generated.
Overt Statements Turn these statements to business and
technology needs by:
• Corporate objectives and initiatives are often explicitly stated
in these documents. Look for statements that begin with
phrases such as “Our corporate objectives are…”
• Remember that different organizations use different Asking the following:
terminology; if you cannot find the word goal or objective then
look for “pillar,” “imperative,” “theme,” etc. • Is there a need from a business
perspective to address these objectives,
Covert Statements initiatives, and shifts in strategy?
• Some corporate objectives and initiatives will be mentioned in • Is there a need from a technology
passing and will require clarification. For example: perspective to address these objectives,
“As we continue to penetrate new markets, we will be initiatives, and shifts in strategy?
diversifying our manufacturing geography to simplify
distribution.”

Input Output
2.1.3 Review strategic • Strategic documents in the • Identified set of business
planning documents organization and technology needs from

documents
2 hours
Begin the identification process of business and technology needs from strategic documents with the
following steps:
1. Work with the EA 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 strategic documents into one place and call a meeting with the EA strategy creation team to
identify the business and technology needs in those documents.
3. Pick one document and look through its contents. Look for future-looking words such as:
• Note-taking materials • EA strategy creation team
• We will be…
• We are planning to… • Whiteboard or flip chart,
markers
• We will need…
4. Consider those portions of the document with future-looking words and ask the following:
• Will business components require any changes to address these objectives?
• Will information technology components changes be needed to address these objectives?
5. 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 to the next document once complete. Complete steps 3-5 for the remaining strategy documents.
Stakeholder interviews will help you collect primary data and will
shed light on stakeholder priorities and challenges
In this interview process, you will be asking EA stakeholders questions that uncover their business and technology needs.
You will also be able to ask follow-up questions to get a better understanding of abstract or complex concepts from the
strategy document review and PESTLE analysis.
EA Stakeholders:
Risks
• Stakeholders may not think of their business and
technology needs. But stakeholders will often explicitly
state their objectives and initiatives.
• Objectives often result in risks, opportunities, and

annoyances:
Business
o Risks: Potential damage associated with pursuing an and
Opportunities
objective or initiative. Technology
o Opportunities: Potential gains that could be leveraged Needs
when capturing objectives and initiatives.
o Annoyances: Roadblocks that could hinder the pursuit

of objectives and initiatives.
• Ask stakeholders questions on these areas to discern their Annoyances

business and technology needs.

Input Output
2.1.4 Conduct EA stakeholder • Expertise from the EA • Business and technology
interviews stakeholders needs for EA stakeholders
4-8 hours
1. Schedule an 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 business and technology needs gathering. Schedule each
identified key stakeholder for an interview.
3. 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. Further, record any
future stakeholders that agree.
• What are the current strengths of your organization? Materials Participants
• What are the current weaknesses of your organization?
• What is the number 1 risk you need to prevent?
• What is the number 1 opportunity you want to capitalize on? • Note-taking materials • EA strategy creation team
• What is the number 1 annoying pet peeve you want to remove? • Whiteboard or flip chart, • Identified EA stakeholders
• How would you prioritize these risks, opportunities, and annoyances? markers
4. Recorded answer example: “We can’t see what the other departments are doing; when we spend a lot
of money to invest in something, we later 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 until all identified key stakeholders have been
interviewed.
6. Capture all inputs into a SWOT (strengths, weaknesses, opportunities, and threats) format. Info-Tech Research Group | 70
Define Your Value Proposition • Use business and technology drivers

to determine EA’s role in your
organization.
Activities
This step involves the following
participants:
2.2.1 Create a set of business and technology drivers from business and technology needs
• CIO
2.2.2 Identify the pains associated with the business and technology drivers • IT Leaders
2.2.3 Identify the EA contributions that can address the pains • Business Leaders
2.2.4 Create promises of value to shape the EA value proposition

Create the EA Value Proposition
A value proposition document that ties
the value of the EA function to
stakeholder needs.
Step 2.1 Step 2.2

Synthesize the collected data into business and technology drivers
“The greatest impact of enterprise

Business
needs
There are several key attributes that a architecture is the strategic
driver should have. impact. Put the mission and the
needs of the organization first.”
Driver Key Attributes – Matthew Kern, Clear
Government Solutions
 A succinct statement.
Analysis  Begins with “action words” to
communicate a call to action
(e.g. Support, Help, Enable).
 Written in a language understood
Technology by all parties involved.
needs  Communicates a need for
improvement or prevention.

Input Output
2.2.1 Create a set of business and technology
drivers from business and technology needs • Expertise from EA strategy
creation team
• A set of business and
technology drivers
3 hours
Meet with the EA strategy creation team and follow the steps below to begin the process of
synthesizing the business and technology needs into drivers.
1. Lay out the documented business and technology needs your team gathered from PESTLE
analysis, strategy document reviews, and stakeholder interviews.
2. Assess the documented business and technology needs to see if there are common themes.
Consolidate those similar business and technology needs by crafting one driver for them. For
example:
• PESTLE: Influx of competitors in the marketplace causing tighter margins.
• Document review: Improve investment quality and their value to the organization.
• Stakeholder interview: “We can’t see what the other departments are doing; when we • Note-taking materials • EA strategy creation team
spend a lot of money to invest in something, we later find out the capability is already
within the company.” • Whiteboard or flip chart, • EA stakeholders
• markers
Consolidated business driver example: Help the organization align investments with the
corporate strategy and departmental priorities.
3. As well, synthesize the business and technology needs that cannot be consolidated.
4. Verify the completed list of drivers with stakeholders. This is to ensure you have fully captured
their needs.
Download the EA Value Proposition Template to
record your findings in this activity. Info-Tech Research Group | 73
When addressing business and technology drivers, an
organization can expect obstacles
A pain is an obstacle that business stakeholders will face when attempting to address business and technology drivers. Identify the pains
associated with each driver so that EA’s contributions can be linked to resolving obstacles to address business needs.
Business and Pains

Technology Drivers
Created by assessing information sources. A sentence that states the nature of the pain and how the pain
stops the organization from addressing the drivers.
Examples: Examples:
• Business driver: Help the organization align investments • Business driver pains: Lack of holistic view of business
with the corporate strategy and departmental priorities. capabilities obstructs the organization from aligning investments
• Technology driver: Improve the organization’s technology with corporate strategy and departmental priorities.
responsiveness and increase speed to market. • Technology driver pains: Ineffective application development
requiring delays decreases the speed to market.

Input Output
2.2.2 Identify the pains associated with the
business and technology drivers • Expertise from EA strategy
creation team and EA
• An associated pain that
obstructs each identified
stakeholders driver
2 hours
Call a meeting with the EA strategy creation team 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 creation team and to any EA stakeholders
who are available. Record the answers to identify the pains when realizing the drivers.
1. What are your challenges in performing the activity or process today?
2. What other business activities/processes will be impacted/improved if we solve this?
3. What compliance/regulatory/policy concerns do we need to consider in any solution? Materials Participants

4. What are the steps in the process/activity?
Take the recorded answers and follow the steps below to create the pain statements: • Note-taking materials • EA strategy creation team
5. Answers to the questions above can be long, unfocused, or spoken in a casual manner. To turn the answer • Whiteboard or flip chart, • EA stakeholders
into pains, refine the recorded answers into a succinct sentence that captures its meaning. markers
• Recorded answer example: “I feel like there needs to be a holistic view of the organization. If we
had a tool to see all the capabilities across the business, then we can figure out what investments
should be prioritized.”
• Example of pain statement: Lack of holistic view of business capabilities obstructs the
record your findings in this activity.
organization from aligning investments with corporate strategy and departmental priorities.
6. When the list of pains has been written out, verify with the stakeholders that you have fully captured their Info-Tech Research Group | 75
pains.
The identified pains can be alleviated by a set of EA contributions
Set the foundations for the value proposition by brainstorming the EA contributions that can alleviate the pains.
Business and EA contributions

technology drivers produce:
produce:
Value by
Pains alleviating
pains
Pains EA contributions
Obstructions to addressing business and technology Activities the EA function can perform to help alleviate
drivers. Stakeholders will face these pains. the pains. Demonstrates the contributions the EA
function can make to business value.
Examples: Examples:
• Business driver pains: Lack of holistic view of business • Business driver EA contributions: Business capability
capabilities obstructs the organization from aligning mapping shows the business capabilities of the
investments with corporate strategy and departmental organization and the technology that supports those
priorities. capabilities in the current and target state. This provides
a view for the set of investments that are needed by the
organization, which can then be prioritized.

Enterprise architecture functions can provide a Sample
diverse set of contributions to any organization

EA contribution
EA contribution details
category
Define business As-is and target business capabilities and processes are documented and
capabilities and processes understood by both IT and the business.
Design information flows Information flows and services effectively support business capabilities and
and services processes.
Analyze gaps and identify Create informed project identification, scope definition, and project portfolio
project opportunities management.
Optimize technology Greater homogeneity and interoperability between tangible and intangible
assets technology assets.
Create and maintain Decrease development, integration, and support efforts. Reduce complexity
technology standards and improve interoperability.
Rationalize technology Tangible and intangible technology assets are rationalized to adequately and
assets efficiently support information flows and services.

Input Output
2.2.3 Identify the EA contributions that can
address the pains • Expertise from EA strategy
creation team
• EA contributions that
addresses the pains that
were identified
2 hours
Gather with the EA strategy creation team, take each pain, then ask and record the answers to the questions
below to identify the EA contributions that would solve the pains:
1. What activities can the EA practice conduct to overcome the pain?
2. What are the core EA models that can help accurately define the problem and assist in finding
appropriate resolutions?
3. What are the general EA benefits that can be associated with solving this pain?
Answers to the questions above will generate a list of activities EA can do to help alleviate the pains. Use the Materials Participants
following steps to complete this activity:
1. Create a stronger tie between the EA contributions and pains by linking the EA contribution statement to
the pain. • Note-taking materials • EA strategy creation team
• Example of pain statement: Lack of holistic view of business capabilities obstructs the organization
markers
from aligning investments with corporate strategy and departmental priorities.
• Example of EA contributions statement: Business capability mapping shows the business capabilities
of the organization and the technology that supports those capabilities in the current and target state.
This provides a view for the set of investments that are needed by the organization, which can then Download the EA Value Proposition Template to
be prioritized. record your findings in this activity.
2. Verify with the stakeholders that they understand the EA contributions have been written out and how Info-Tech Research Group | 78
those contributions address the pains.
EA promises of value articulate EA’s commitment to the organization
Business A set of statements created from business and
Goals and technology needs. Gathered from information sources, it
Technology communicates improvements needed.
Drivers
Value
Streams,
Value streams, aspirations, long-term goals
Aspirations,
Long-Term
Goals
EA contributions that will alleviate the obstructions. Removing

EA the obstructions will allow EA to help satisfy business and
Contributions technology needs.
Promise of Value
A statement that depicts a concrete benefit the EA practice can provide
for the organization in response to business and technology drivers.
Communicate the statements in a language that stakeholders
understand to complete the articulation of EA’s value proposition.

Input Output
2.2.4 Create promises of value to shape the
EA value proposition • Expertise from EA strategy
creation team and EA
• Promises of value for each
business and technology
stakeholders driver
2 hours
Now that the EA 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 like if we solve this perfectly?

2. What other business activities/processes will be impacted/improved if we solve this?
3. What measures of success/change should we use to prove value of the effort (KPIs/ROI)?
Take the recorded answers and follow the steps below to create the promises of value.
1. Answers to the questions above can be long, unfocused, or spoken in a casual manner. To turn the answer • Note-taking materials • EA strategy creation team
into a promise of value, refine the recorded answer into a succinct sentence that captures its meaning.
• Whiteboard or flip chart, • EA stakeholders
• Business driver example: Help the organization align investments with the corporate strategy and markers
departmental priorities.
• Recorded answer example: “If this would be solved perfectly, we would have a very easy time
planning investments and investment planning hours can be spent doing other activities.”
• Promises of value example: Increase the number of investments that have a direct tie to corporate record your findings in this activity.
strategy.
2. When the promises of value have been written out, verify with the stakeholders that you have fully Info-Tech Research Group | 80
captured their ideas.
This phase will walk you through the
Phase 3 following activities:

• Create an EA vision statement and an
EA mission statement.
Build the EA Fundamentals • Create EA goals, define EA
objectives, and link them to EA goals.
• Define the EA function scope
dimensions.
• Create a set of EA principles for your
organization.
Phase 1 Phase 2 • Discuss current methodology.
1.1 Explore a general 2.1 Define the business and
1.2 Introduce Agile EA 2.2 Define your value This phase involves the following
architecture proposition participants:
• CIO
• EA Team
• IT Leaders
• Business Leaders
Phase 3 Phase 4
3.2 Finalize the EA of services and secure Design an Enterprise

Realize the Importance of EA Fundamentals • Define and document the

fundamentals that guide the EA
function.
Activities
participants:
3.1.1 Create the EA vision statement
• CIO
3.1.2 Create the EA mission statement • EA Team
3.1.3 Create EA goals • IT Leaders

3.1.4 Define EA objectives and link them to EA goals
3.1.5 Record the details of each EA objective

Build the EA Fundamentals
• Vision and mission statements for the
EA function.
Step 3.1 Step 3.2 • A set of EA goals and a set of
objectives to track progression toward
those goals.

EA fundamentals guide the EA function
EA fundamentals include a vision statement, a mission statement, goals and objectives, and principles.
They are a set of documented statements that guide the EA function. The fundamentals guide the EA
function in terms of its strategy and decision making.
EA vision statement EA mission statement

Info-Tech Insight
Treat the critical elements of the EA group the
same way as you would a business. Create a
EA fundamentals directional foundation for EA and define the
vision, mission, goals, principles, and scope
necessary to deliver on the established value
EA goals and objectives EA principles proposition.

The EA vision statement articulates the aspirations of the EA function
The enterprise architecture vision statement communicates a desired future state of the EA function. The statement is expressed in the
present tense. It seeks to articulate the desired role of the EA function and how the EA function will be perceived.
Strong EA vision
statements have the  Describe a desired future  Compelling
following  Focus on ends, not means  Achievable

characteristics:  Communicate promise  Inspirational
 Concise, no unnecessary words  Memorable
• To be a trusted partner for both the business and IT, driving enterprise effectiveness,
efficiency, and agility at [Company Name].
Sample EA vision • To be a trusted partner and advisor to both the business and IT, contributing to
statements: business-IT alignment and cost reduction at [Company Name].
• To create distinctive value and accelerate [Company Name]’s transformation.

The EA mission statement articulates the purpose of the EA function
The enterprise architecture mission statement specifies the team’s purpose or “reason of being.” The mission should guide each day’s
activities and decisions. The mission statements use simple and concise terminology, speak loudly and clearly, and generate enthusiasm for
the organization.
Strong EA mission  Articulates EA function purpose and reason  Compelling

statement have the for existence  Easy to grasp
following  Describes what the EA function does to
 Sharply focused
characteristics: achieve its vision
 Inspirational
 Defines who the customers of the EA
function are  Memorable
 Concise
• Define target enterprise architecture for [Company Name], identify solution

opportunities, inform IT investment management, and direct solution development,
Sample EA mission acquisition, and operation compliance.
statements: • Synergize with both the business and IT to define and help realize [Company
Name]’s target enterprise architecture that enables the business strategy and
optimizes IT assets, resources, and capabilities.

The EA vision and mission statements become relevant to EA stakeholders
when linked to the promises of value
The process for constructing the enterprise architecture vision
statement and enterprise architecture mission statement is
articulated below.
Derive the a set of keywords from Check the initial statement
the promises of value to against a set of test criteria to
accurately capture their essence. ensure their quality.
Derive Reference test

keywords criteria
Promises of Construct draft Finalize

value statements statements
Finalize the statement after

Create the initial statement referencing the initial statement
using the keywords. against the test criteria.
Derive keywords from promises of value to begin the vision and mission statement
creation process
Develop keywords by summarizing the promises of value that were derived from drivers into one word that will take on the
essence of the promise. See examples below:
Business and technology
Promises of value Keywords
drivers
Help the organization align

Increase the number of
investments with the corporate
investments that have a direct tie Business
strategy and departmental
to corporate strategy.
priorities.
Support the rapid growth and

development of the company Ensure budgets and projects are
through fiscal planning, project delivered on time with the IT-Enabled
planning, and technology assistance of technology.
sustainability.
Reduce the duplication and work Aim to reduce the number of

effort to build and deploy redundant applications in the
Catalyst
technology solutions across the organization to streamline
entire organization. processes and save costs.
Improve the organization’s Reduce the number of days

technology responsiveness and required in the SDLC for all core Value delivery
increase speed to market. business support projects.

An inspirational vision statement is greater than the sum of the individual
words
Ensure the sentence is cohesive and captures additional value outside of the keywords. The statement as a whole should be
greater than the sum of the parts. Expand upon the meaning of the words, if necessary, to communicate the value. Below is
an example of a finished vision statement.
Sample
EA’s value will be recognized by both

We will continuously interact with the business and IT stakeholders. We will track
business and IT to accelerate and improve and market EA’s contribution to business
results. value organization-wide.
Be a catalyst for IT-enabled business value delivery.
We will ensure the optimal use of technology We will be perceived as a business-focused

in enabling business capabilities to achieve unit that understands [Company name]’s
business objectives. business priorities and required business
capabilities.

A clear mission statement can include additional details surrounding the EA
team’s desired and expected value
Likewise, below is a sample of connecting keywords together to form an EA mission statement:
We collaborate with the business We support IT-enabled business
to analyze and optimize business transformation programs by We identify and develop new
capabilities and business building and maintaining a shared creative opportunities for IT to
processes to enable the agile and vision of the future-state enable the business. We
efficient attainment of [Company enterprise and consistently communicate the art of the
name] business objectives. communicating it to stakeholders. possible to the business.
Optimize, transform, and innovate by defining

and implementing the [Company]’s target enterprise architecture.
We engage with project We analyze business needs and priorities and assess the current state of the
teams early and guide enterprise. We build and maintain the target enterprise architecture blueprints
solution design and that define:
selection to ensure • Business capabilities and processes (business architecture)
alignment to the target- • Data, application, and technology assets that enable business capabilities and
state enterprise processes (technology architecture)
architecture. • Architecture principles and standards

Input Output
3.1.1 Create the EA vision statement
• Identified promises of value • EA function vision
statement
• Vision statement test criteria
1 hour
Begin the creation of the EA vision 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 value and work with the team to identify one word that captures the essence of that
promise of value.
3. Continue to the next promise of value until all of the promises of value have a keyword identified.
4. Have the identified set of keywords laid out and see if any of their meanings are similar and can be
consolidated together. Consolidate similar meaning keywords.
5. Create the initial draft of the EA vision statement by linking the keywords together. • Note-taking materials • EA strategy creation team
6. Check the initial draft of the vision statement against the test criteria below. Ask the team if the vision
markers
statement satisfies each of the test criteria.
• Do you find this vision exciting?

• Is the vision clear, compelling, and easy to grasp?
• Does this vision somehow connect to the core purpose?
• Will this vision be exciting to a broad base of people in the organization, not just those within the
EA team? Info-Tech Research Group | 90
7. Make changes to the initial draft to satisfy the test criteria. Socialize the EA vision statement with EA
Input Output
3.1.2 Create the EA mission statement
• Identified promises of value • EA function mission
statement
• Mission statement test
1 hour criteria
Begin the creation of the EA 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 value and work with the team to identify one word that captures the essence of that
promise of value.
3. Continue to the next promise of value until all of the promises of value have a keyword identified.
4. Have the identified set of keywords laid out, and see if any of their meanings are similar and can be Materials Participants
consolidated together. Consolidate similar meaning keywords.
5. Create the initial draft of the EA mission statement by linking the keywords together.
6. Check the initial draft of the mission statement against the following test criteria below. Ask the team if
the mission statement satisfies each of the test criteria. • Whiteboard or flip chart,
markers
• Do you find this purpose personally inspiring?
• Does the purpose help you to decide what activities to not pursue, to eliminate from consideration?
Is this purpose authentic – something true to what the organization is all about – not merely words
on paper that sound nice?
• Would this purpose be greeted with enthusiasm rather than cynicism by a broad base of people in
the organization?
7. Make changes to the initial draft to satisfy the test criteria. Socialize the EA mission statement with EA
EA goals demonstrate the achievement of success of the 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.
Inform EA goals by examining: EA goals produce:
Promises of Targets and

value milestones
Promises of value EA goals

Produce EA strategic outcomes that can be classified Support the strategic outcomes. EA goals can be
into four categories. The four categories are: strategic or operational:
• Business performance • EA strategic goals support the strategic outcomes.
• IT performance • EA operational goals help measure the architecture
• Customer value capability quality and supporting processes.
• Risk management

Input Output
3.1.3 Create EA goals • Identified promises of value • EA goals
2 hours
Begin the creation of EA goals by following the steps below:
1. Gather the EA strategy creation team and the identified promises of value from Phase 2, Create the EA
Value Proposition.
2. Open the EA Goals and Objectives Template and examine the list of default EA goals already within
the template.
3. Take the identified promises of value and discuss with the team if any of the EA goals in the template
relate to the promises of value. Record the related EA goal and promise of value. See example below:
• Promises of value example: Increase the number of investments that have a direct tie to corporate Materials Participants
strategy.
• Related EA goal example: Alignment of IT and business strategy.
4. Repeat step 3 until all identified promises of value have been examined in relation to the EA goals in
the template. • Whiteboard or flip chart,
markers
5. If there are promises of value that are not related to an EA goal in the template, create EA goals to
relate to those promises of value. Keep in mind that EA goals need to support the strategic outcomes
produced by the promises of value. Record the EA goals in the template and document the related
promises of value.
Download the EA Goals and Objectives Template to
assist with completing this activity.

Starting with COBIT, select the appropriate Sample
objectives to track EA goals

Below are examples of EA goals and the objectives that track their performance:
IT performance-oriented goals Objectives

Alignment of IT and business strategy • Increase the percentage of enterprise strategic goals and requirements supported by IT strategic goals by X
percent in the fiscal year.
• Improve stakeholder satisfaction with planned function and services portfolio scope by X percent in the fiscal
year.
• Increase the percentage of IT value drivers mapped to business value drivers by X percent in the next fiscal year.
Increase in IT agility • Improve business executive satisfaction with IT’s responsiveness to new requirements by X percent in the fiscal
year.
• Increase the number of critical business processes supported by up-to-date infrastructure and applications in
the next three years.
• Lower the average time to turn strategic IT objectives into agreed-upon and approved initiatives.
Optimization of IT assets, resources, • Increase the frequency of capability maturity and cost optimization assessments.
and capabilities • Improve the frequency of reporting for assessment result trends.
• Raise the satisfaction levels of business and IT executives with IT-related costs and capabilities by X percent.

Input Output
3.1.4 Define EA objectives and • Defined EA goals • EA objectives linked to EA

link them to EA goals goals
2 hours
Begin the process of defining EA objectives and linking them to EA goals using the following steps:
1. Gather the EA strategy creation team and open the EA Goals and Objectives Template.
2. Have the goals laid out, and refer to the objectives already in the EA Goals and Objectives Template.
Examine if any of them will fit the goals your team has created.
3. If some of the 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 toward the EA goals.
4. Create an EA objective and check if it is SMART by asking some of the questions below:
• Specific: Is the objective specific to the goal? Is the objective clear to anyone who has basic
knowledge of the goal?
• • Note-taking materials • EA strategy creation team
Measurable: Is it possible to figure out how far the team would be away from completing the
objective? • Whiteboard or flip chart,
• Agreed Upon: Does everyone involved agree the objective is the correct way to measure markers
progress?
• Realistic: Can the objective be met within the availability 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 to it.
assist with completing this activity. Info-Tech Research Group | 95
For each of the objectives, determine how they will be collected,
reported, and implemented
Add details to the enterprise architecture objectives previously defined to increase their clarity to
stakeholders.
EA objective detail category Description

Unit of measure • The unit in which the objective will be presented.
Calculation formula • The formula by which the objective will be calculated.
• Baseline: The state of the objective at the start of measurement.

Objective baseline, status, and target • Status: The current state of the measurement.
• Target: The target state the measurement should reach.
• Responsible: The individual responsible for collecting the data.

Data collection • Source: Where the data originates.
• Frequency: How often the data will be collected to calculate the objective.
• Target Audience: The people the objective will be presented to.

• Method: The method used to present the data collected on the objective
Reporting (e.g. report, presentation).
• Frequency: How often the data will be presented to the target audience.

Input Output
3.1.5 Record the details of each • Defined list of EA • Increased detail into each
EA objective objectives defined EA objective
2 hours
Record the details of each EA objective. Use the following steps below to assist with recording the details:
1. Gather the EA strategy creation team, and open the EA Goals and Objectives Template.
2. Select one objective that has been identified and discuss the formula for calculating the objective and in
what units the objective will be recorded. Record the information in the “Calculation formula” and
“Unit of measure” columns in the template once they have been agreed upon.
3. Using the same objective, move to the “Data Collection” portion of the template. Discuss and record
the following: the source of the data that generates the objective, the frequency of reporting on the
objective, and the person responsible for reporting the objective. Materials Participants
4. Move to the “Reporting” portion of the template. Discuss and record the target audience for the
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 currently have in the “Objective baseline” column. Record what you would like • Whiteboard or flip chart,
the objective measurement to be in the “Objective target” column. Note: Keep track of the progression markers
towards the target in the “Objective status” column in the future.
6. Select the next objective and complete steps 2–5 for that measure. Continue this process until you have
recorded details for all objectives.

assist with completing this activity. Info-Tech Research Group | 97
Finalize the EA Fundamentals • Define the EA function scope

dimensions.
• Create a set of EA principles.

Activities
• Discuss the organization’s current
3.2.1 Define the organizational coverage dimension of the EA function scope methodology, if any, and whether it
3.2.2 Define the architectural domains and depth dimension works for the business.
3.2.3 Define the time horizon dimension This step involves the following
participants:
3.2.4 Create a set of EA principles for your organization • CIO
3.2.5 Add the rationale and implications to the principles • EA Team

• IT Leaders
3.2.6 Operationalize the EA principles
3.2.7 Discuss the need for classical methodology and/or a combination including Agile
practices Outcomes of this step
• Defined scope of the EA function.
Build the EA Fundamentals
• A set of EA principles for your
organization.
Step 3.1 Step 3.2 • A decision on traditional vs. Agile
methodology or a blend of both.

A clear EA function scope defines the EA sandbox
The EA function scope constrains the promises of value the EA function will deliver on by taking into account factors across
four dimensions. The EA function scope ensures that the EA function is not stretched beyond its current/planned means and
capabilities when delivering the promised value. The four dimensions are illustrated below:
Organizational coverage Depth

Determine the focus of the Determine the appropriate
enterprise architecture level of detail to be
effort in terms of specific captured, based on the
business units, functions, intended use of the
departments, capabilities, or enterprise architecture and
geographical areas. the contingent decisions to
EA Scope be made.
Architectural domains Time horizon

Determine the EA domains Determine the target-state
(business, data, application, architecture’s objective time
infrastructure, security) that period.
are appropriate to address
stakeholder concerns and
architecture requirements.

The EA function scope is influenced by the EA value proposition and previously developed
EA fundamentals
Establish the EA function scope by using the EA value proposition and EA fundamentals that have been developed.
After defining the EA function scope, refer back to these statements to ensure the EA function scope accurately
reflects the EA value proposition and EA fundamentals.
Organizational coverage
Architectural domains
EA function scope
Depth
EA vision statement
EA mission statement
EA goals and
objectives Time horizon
Influences Defines

EA scope – Organizational Coverage
The organizational coverage dimension of EA scope determines the focus of enterprise architecture effort in the
organization. Coverage can be determined by specific business units, functions, departments, capabilities, or geographic
areas. Info-Tech has typically seen two types of coverage based on the size of the organization.
Small and medium-size enterprise Large enterprise
Indicators: Full-time employees dedicated to Indicators: Dedicated full-time IT staff with

manage its data and IT infrastructure. expertise to manage specific applications or
Individuals are IT generalists and may have parts of the IT infrastructure.
multiple roles.
Recommended coverage: For large enterprises, it
Recommended coverage: Typically, for small is often necessary to develop a number of
and medium-size businesses, the organizational architectures focused on specific business
coverage of architecture work is the entire segments and/or geographies. In this federated
enterprise. model, an overarching enterprise architecture
should be established to ensure interoperability
and conformance to overarching EA principles.
Source: The Open Group, 2018 Source: DCIG, 2011

EA objectives track the progression towards the target set by EA goals
Enterprise architecture objectives are specific metrics that help measure and monitor progress towards achieving an EA
goal. Objectives are SMART.
EA goals EA objectives
 EA strategic goals:  Specific

• Business performance  Measurable
• IT performance  Agreed upon
• Customer value  Realistic
• Risk management  Time bound
 EA operational goals
Download the EA Goals and Objectives Template to see examples

between the relationship of EA goals to objectives. Source: Project Smart, 2014

Measure the EA strategy effectiveness by tracking the benefits it provides to the corporate
business goals
The success of the EA function is influenced by the following:
• The delivery of EA-enabled business outcomes that are most important to the enterprise.
• The alignment between the business and IT from a planning perspective.
• Improvements in the corporate business goals due to EA contributions (standardization, rationalization, reuse, etc.).
Corporate Business Goals Measurements

• Reduction in operating costs • Cost reductions based on
• Decrease in regulatory compliance application and platform
infractions rationalization
• Increased revenue from existing • Standard-based solutions
channels • Time reduction for integration
• Increased revenue from new • Service reused
channels • Stakeholder satisfaction with EA
• Faster time to business value services
• Improved business agility • Increase customer satisfaction
• Reduction in enterprise risk • Rework minimized
exposure • Lower cost of integration
• Risk reduction

Input Output
3.2.1 Define the organizational

coverage dimension of the EA function • EA value proposition
• Previously defined EA
• Organizational coverage
dimension of EA scope
scope
defined
fundamentals
2 hours
Define the organizational coverage of the EA function scope using the following steps below:
1. Gather the EA strategy creation team. As well, gather the EA value proposition, the EA vision and
mission statements, and the EA goals and objectives your team has already created.
2. Ask the team to read each of the documents gathered in the previous step. This ensures the concepts are
fresh in the team members’ minds when defining the EA function scope organizational coverage.
3. Consider how much of the organization the EA function would need to cover. Refer to the gathered Materials Participants
materials to assist with your decision. For example:
• EA mission statement: Optimize, transform, and innovate by defining and implementing the
[Company]’s target enterprise architecture.
• Implications on organizational coverage: If the purpose of the EA function is to help optimize,
transform, and innovate with target-state architecture mapping, then the scope should cover the • Whiteboard or flip chart,
entire organization. Only by mapping the entire organization’s architecture can the EA function markers
assist with optimizing, transforming, and innovating.
4. Work with the EA strategy creation team to examine all the gathered materials and document the
implications on organization coverage as shown in step 3.
5. Discuss with the team and select the organizational coverage level that best fits the documented
implications for all the gathered materials. Refer back to the gathered materials and make any changes
necessary to ensure they support the selected organizational coverage. Info-Tech Research Group | 104
EA scope – Architectural Domains
A complete enterprise architecture should address all five
architectural domains. The five architectural domains are business,
data, application, infrastructure, and security.
Enterprise Architecture “The realities of resource and time

constraints often mean there is not enough
time, funding, or resources to build a top-
Data down, all-inclusive architecture
Architecture
Infrastructure encompassing all four architecture domains.
Architecture Build architecture domains with a specific
Business purpose in mind.”
Architecture
– The Open Group, 2018
Security
Architecture
Application
Architecture

Each architectural domain creates a different view of the organization
Below are the definitions of different domains of enterprise architecture (Info-Tech perspective; others can be identified as
well, e.g. Integration Architecture).
Business architecture is a means of demonstrating the business value of subsequent architecture work to key
stakeholders and the return on investment to those stakeholders from supporting and participating in the
subsequent work. Business architecture defines the business strategy, governance, organization, and key
business processes.
Data Architecture Application Architecture

Describes the structure of an organization’s logical Provides a blueprint for the individual applications to
and physical data assets and data management be deployed, their interactions, and their relationships
resources. to the core business processes of the organization.
Infrastructure Architecture Security Architecture

Represents the sum of hardware, software, and Provides an unified security design that addresses the
telecommunications-related IT capability associated necessities and potential risks involved in a certain
with a particular enterprise. It is concerned with the scenario or environment. It also specifies when and
synergistic operations and management of the where to apply security controls.
devices in the organization.
Sources: The Open Group, 2018; IT Architecture Journal, 2014; Technopedia, 2016

EA scope – Depth
EA scope depth defines the architectural detail for each 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 domains.
Contextual • Helps define the organization scope, and examines external and internal requirements
and their effect on the organization. For example, enterprise governance.
Conceptual • High-level representations of the organization or what the organization wants to be. For
example, business strategy, IT strategy.
• Models that define how to implement the representation in the conceptual stage. For
Logical example, identifying the business gaps from the current state to the target state
defined by the business strategy.
• The technology and physical tools used to implement the representation created in the
Physical logical stage. For example, business processes that need to be created to bridge the
gaps identified and reach the target stage.
Source: Zachman International, Business Data Application Infrastructure Security Architecture

2011 Architecture Architecture architecture Architecture
Each architectural depth level contains a set of key artifacts
The graphic below depicts examples of the key artifacts that each domain of architecture would produce at each depth level.
Contextual
Enterprise Governance
Conceptual Business Business Use-case Technology

Security policy
strategy objects models landscaping
Network/
Logical Business Data Application Security
hardware
capabilities attribution integration standards
topology
Physical Business Database Application Configuration Security

process design design management configuration
Business Data Application Infrastructure Security Architecture

Architecture Architecture Architecture Architecture
Input Output
3.2.2 Define the architectural domains and
depth dimension of the EA function scope • EA value proposition • Architectural domain and
depth dimensions of EA
• Previously defined EA scope defined
fundamentals
2 hours
Define the EA function scope for your organization using the following steps below:
mission statements, and the EA goals and objectives that your team has already created.
fresh in the team members’ minds when defining the architectural domains and depth of the EA function
scope.
3. Consider the architectural domains and the depth those domains need to reach. Refer to the gathered Materials Participants
materials to assist with your decision. For example:
• Promise of value: Increase the number of IT investments with a direct tie to business strategy.
• Implications on architectural domains: The EA function will need business architecture. Business • Note-taking materials • EA strategy creation team
architecture generates business capability mapping, which will anticipate what IT investments are
needed for the future. • Whiteboard or flip chart,
markers
• Implications on depth: Depth for business architecture needs to reach a logical level to encompass
business capabilities.
4. Work with the EA strategy creation team to examine all the gathered materials and document the
implications on architectural domains and depth as shown in step 3.
5. Discuss with the team and select the architectural domains and the depth for each domain that best 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.
EA scope – Time Horizon
The EA scope time horizon dictates how long to plan for the architecture.
It is important that the EA team’s work has an appropriate planning horizon while avoiding two extremes:
1. A planning horizon that is too short focuses on immediate operational goals and strategic quick wins, missing the “big picture,” and fails to
support the achievement of strategic long-term enterprise goals.
2. A planning horizon that is too long is at a higher risk of becoming irrelevant.
Target the same strategic planning horizon as your business. Additionally, consider the following recommendations:
Planning
1 year 2-3 years 5 years
Horizon:
Recommended • Corporate strategy is not • The business' strategic plan • The business' strategic plan
under the stable and frequently changes spans the next two to three spans the next five years and
following direction (typical for small years, and corporate strategy is corporate strategy is very
conditions: and some mid-sized moderately stable within this stable (typical for large
companies). time frame (typical for mid- companies).
• There will be a major update sized and some large
companies).
of the corporate strategy in
one year.
• The company will be acquired
by or merged with another Info-Tech Research Group | 110
company in one year.
Input Output
3.2.3 Define the time horizon dimension of
the EA function scope • EA value proposition • Time horizon dimension of
EA scope defined
• Previously defined EA
fundamentals
2 hours
Define the EA function scope for your organization using the following steps below:
mission statements, and the EA goals and objectives your team has already created.
fresh in the team members’ minds when crafting the EA function scope.
3. Consider the time horizons of the EA function scope. Refer to the gathered materials to assist with your
decision. For example: Materials Participants
• EA Objective: Increase the percentage of enterprise strategic goals and requirements supported by
IT strategic goals by 30% in the next 3 years.
• Implications on time horizon: Because it will take 3 years to measure the success of these EA • Note-taking materials • EA strategy creation team
objectives, the time horizon may need to be 3 years.
4. Work with the EA strategy creation team to examine all the gathered materials and document the markers
implications on time horizon as shown in step 3.
5. Discuss with the team and select the time horizon that best fits the documented implication. Refer back to
the gathered materials and make any changes necessary to ensure they support the selected architectural
time horizon.

EA principles capture the EA value proposition essence and
provide guidance for the decisions that impact architecture
EA principles are shared, long-lasting beliefs that guide the use of IT in constructing, transforming, and operating the enterprise by
informing and restricting target-state enterprise architecture design, IT investment portfolio management, solution development, and
procurement decisions.
Guide and Direct and
Influences
inform control
Specific
EA Value Decisions on
EA Principles Domain
Proposition the Use of IT
Policies
What decisions How should decisions Who has the

should be made? be made? accountability and
authority to make
decisions?

EA principles must be carefully constructed to make sure they are adhered
to and relevant
Info-Tech has identified a set of characteristics that EA principles should possess. Having these characteristics ensures the EA principles are
relevant and followed in the organization.
EA principles are focused on the approach, i.e. how the enterprise is built, transformed, and
Approach focused operated, as apposed to what needs to be built, which is defined by both functional and non-
functional requirements.
Create EA principles specific to the organization. Tie EA principles to the organization’s priorities
Business relevant and strategic aspirations.
Long lasting Build EA principles that will withstand the test of time.
Inform and direct decision making with EA principles that are actionable. Avoid truisms, general
Prescriptive statements, and observations.
Verifiable If compliance can’t be verified, the principle is less likely to be followed.
EA principles must be clearly understood by everyone in IT and by business stakeholders. EA

Easily digestible principles aren’t a secret manuscript of the EA team. EA principles should be succinct; wordy
principles are hard to understand and remember.
Successful EA principles represent a collection of beliefs shared among enterprise stakeholders.
EA principles must be continuously “preached” to all stakeholders to achieve and maintain buy-in.
Followed
In organizations where formal policy enforcement works well, EA principles should be enforced
through appropriate governance processes.

Review ten universal EA principles to determine if your
organization wishes to adopt them
EA Principle Name EA Principle Statement
We aim to provide maximum long-term benefits to the enterprise as a whole while optimizing total costs of ownership
1. Enterprise value focus
and risks.
2. Fit for purpose We maintain capability levels and create solutions that are fit for purpose without over-engineering them.
3. Simplicity We choose the simplest solutions and aim to reduce operational complexity of the enterprise.
We maximize reuse of existing assets. If we can’t reuse, we procure externally. As a last resort, we build custom
4. Reuse > buy > build
solutions.
5. Managed data We handle data creation, modification, and use enterprise-wide in compliance with our data governance policy.
6. Controlled technical diversity We control the variety of technology platforms we use.
7. Managed security We manage security enterprise-wide in compliance with our security governance policy.
8. Compliance to laws and regulations We operate in compliance with all applicable laws and regulations.
9. Innovation We seek innovative ways to use technology for business advantage.
10. Customer centricity We deliver best experiences to our customers with our services and products.

Input Output
3.2.4 Create a set of EA principles for your
organization • Info-Tech’s ten universal EA
principles
• A defined set of EA
principles for your
organization
• Identified promises of value
2 hours
Create a set of EA principles 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 to the promises of value by discussing with the EA strategy creation
team. If there is a relation, record “Yes” in the template on the slide “Select the applicability of 10 universally
accepted EA principles.” See example below:
• Universal principle: Enterprise value focus – We aim to provide maximum long-term benefits to the
enterprise as a whole while optimizing total costs of ownership and risks. Materials Participants
• Related promise of value example: Increase the number of investments that have a direct tie with
corporate strategy.
3. Continue the process in step 2 until all ten universal EA principles have been examined. If there is a universal • Note-taking materials • EA strategy creation team
principle that is unrelated to a promise of value, discuss with the team whether the principle still needs to be
included. If the principle is not included, record “No” in the template on the slide “Select the applicability of 10 • Whiteboard or flip chart,
universally accepted EA principles.” markers
4. If 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 in the format below and record them in the template.
• Name: The name of the principle, in a few words.

• Statement: A sentence that expands on the “Name” section and explains what the principle achieves.
Download the EA Principles Template – EA Strategy to
document this step. Info-Tech Research Group | 115
Organizational stakeholders are more likely to follow EA principles when a
rationale and an implication are provided
After defining the set of EA principles, ensure they are all expanded upon with a rationale and implications. The rationale and implications
ensure principles are more likely to be followed because they communicate why the principles are important and how they are to be used.
Name • The name of the EA principle, in a few words.
Statement • A sentence that expands on the “Name” section and explains what the
principle achieves.
• Describes the business benefits and reasoning for establishing the

Rationale principle.
• Explicitly links the principle to business/IT vision, mission, priorities,
goals, or strategic aspirations (strategic themes).
• Describe when and how the principle is to be applied.

Implications • Communicate this section with “must” sentences.
• Refer to domain-specific policies that provide detailed, domain-specific
direction on how to apply the principle.

Input Output
3.2.5 Add the rationale and implications to
the principles that have been created • Identified set of EA
principles
• EA principles that have
rationale and implications
2 hours
Add the rationale and implication of each EA principle that your organization has selected using the
following steps:
1. Gather the EA strategy creation team and open the EA Principles Template – EA Strategy.
2. Examine the EA Principles Template – EA Strategy. Look for the detailed descriptions of all the
applicable EA universal principles, and discuss with the team whether the pre-populated rationale and
implications need to be changed.
3. Make sure all the rationale and implication sections of the applicable universal EA principles have been
examined. Record the changes on the slide devoted to each principle in the template.
4. Examine any new principles created outside of the universal EA principles. Create the rationale and • Note-taking materials • EA strategy creation team
implication sections for each of those principles. Use the slide “Review the rationale and implications for
the applicable universal principles” in the EA Principles Template – EA Strategy to assist with this step.
markers
Download the EA Principles Template – EA Strategy to

document this step. Info-Tech Research Group | 117
Input Output
3.2.6 Operationalize the EA principles to
ensure they are used when decisions are • Defined set of EA principles • EA principles are
successfully operationalized
being made
1-2 hours
Begin to operationalize the EA principles by reviewing the proposed principles with
business and technology leadership to secure their approval.
1. Publish the list of principles, their rationale, and their implications.
2. Include the principles in any existing policies that guide decision making for the use of
technology within the business.
3. Provide existing governance bodies with the authority to enforce adherence to principles,
and communicate the waiver process.
4. Ensure that project-level teams are aware of the principles and have at least one
champion guiding the decisions of the team. • Whiteboard or flip chart,
markers

Review a use case for the utilization of EA principles
Sample
After operationalizing the EA principles for your organization, the organization can now use those principles to guide and inform its IT
investment decisions. Below is an example of a scenario where EA principles were used to guide and inform an IT investment decision.
Organization wants to provision an application but it needs to decide how to do so, and it considers
the relevant EA principles:
• Reuse > buy > build
• Managed security
• Innovation
The organization has decided to go with a specialized vendor, even though it normally prefers to reuse
existing components. The vendor has experience in this domain, understands the data security
implications, and can help the organization mitigate risk. Lastly, the vendor is known for providing new
solutions on a regular basis and is a market leader, making it more likely to provide the organization
with innovative solutions.

An oil and gas company created EA fundamentals to guide the EA function
CASE STUDY Industry

Source
Oil & Gas
Info-Tech
Challenge Solution Results
As an enterprise architecture Info-Tech worked with the EA team The defined EA function scope
function starting from ground zero, to define the different components helped set out the responsibilities of
the organization did not have the EA of the EA fundamentals. This the enterprise architecture function
fundamentals in place to guide the included EA vision and mission to the organization.
EA function. Further, the statements, EA goals and
organization also did not possess objectives, and EA principles. The EA vision and mission
an EA function scope to define the statements and EA goals and
boundaries of the EA function. Additionally, Info-Tech worked with objectives were used to guide the
the EA team to define the EA direction of the EA function. These
Due to the lack of EA scope, the EA function scope. fundamentals helped the EA
function did not know which part of function improve its maturity and
the organization to provide These EA strategy components deliver on its promises.
contributions toward. A lack of EA were created by examining the
fundamentals caused confusion needs of the business. The The EA principles were used in IT
regarding the future direction of the components were aligned with the review boards to guide the decisions
EA function. identified needs of the EA on IT investments in the
stakeholders. organization.

Input Output
3.2.7 Discuss the need for a classical methodology
and/or a combination including Agility practices • Existing methodologies • Decisions about need of
agility, ceremonies, and
protocols to be used
1 hour
Add the rationale and implication of adopting an Agile methodology and/or a combination
with a traditional methodology.
1. Is there an EA methodology adopted by the organization? Is there a classical one, or is it

purely Agile?
2. What would need to happen to address the business goals of the organization (e.g. is
there a need to be more agile?)? Do you need to have more decisions centralized (e.g. to Materials Participants
adopt certain standards, security controls)?
3. Where on the decentralization continuum does your organization need to be?

4. What role would Enterprise Architects have (would they need to be part of existing • Whiteboard or flip chart,
ceremonies? Would they need to blend traditional and agile processes?)? markers
5. If a customized methodology is required, identify this as an item to be included as part

of the EA roadmap (can be run as a Agile Enterprise Operating Model workshop).

• Select relevant EA services

Design the EA Services
• Finalize the set of services and secure
approval

participants:
• CIO
Phase 1 Phase 2 • EA Team
1.1 Explore a general 2.1 Define the business and • IT Leaders
1.2 Introduce Agile EA 2.2 Define your value • Business Leaders
architecture proposition
Phase 3 Phase 4
of EA fundamentals services 4.2 Finalize the set Architecture Strategy

Select Relevant EA Services • Communicate a definition of EA

services.
• Link services to the previously

Activities identified EA contributions.
4.1.1 Select the EA services relevant to your organization

4.1.2 Identify if your organization needs additional services participants:
outside of the recommended list • CIO
4.1.3 Complete all of the service catalog fields for each service to • EA Team
show the organization how each can be consumed • IT Leaders

Design the EA Services • A defined set of services the EA
function will provide.
• An EA service catalog that

Step 3.1 Step 3.2
demonstrates to the organization how
each provided service can be accessed
and consumed.
The definition of EA services will allow the group to communicate how
they can add value to EA stakeholders
Enterprise architecture services are a set of activities the enterprise architecture function provides for the organization.
EA services are important because the services themselves provide a set of benefits for the organization.
Enterprise Architecture Services

 A means of delivering value to the business by facilitating outcomes service consumers want to achieve.
 EA services are defined from the business perspective using business language.
 EA services are designed to enable required business activities.
Viewing the EA function from a service perspective resolves the following pains:
• Business users don’t know how EA can assist them.
• Business users don’t know how to request access to a service with multiple sources of information available.
• EA has no way of managing expectations for their users, which tend to inflate.
• EA does not have a holistic view of all the services they need to provide.

Link EA services to the previously identified EA contributions
Previously identified EA contributions can be linked to EA services, which helps the EA function identify a set of EA services
that are important to business stakeholders. Further, linking the EA contributions to EA services can define for the EA
function the services they need to provide.
Demonstrate EA service EA contributions help define

value by linking them to EA EA services needed
contributions
EA Contributions
EA stakeholders generate drivers Example EA contribution: Business capability mapping
1
shows the business capabilities of the organization and the
technology that supports those capabilities in the current
and target state. This provides a view for the set of
2 Drivers have pains that obstruct investments that are needed by the organization, which can
them then be prioritized.
3 Pains are alleviated by EA

contributions
EA Services
4 EA contributions help define the EA
Example EA service: Target-state business capability
services needed
mapping

Input Output
4.1.1 Select the EA services relevant to your
organization • Previously identified EA
contributions from the EA
• A set of EA services
selected for the organization
from Info-Tech’s defined set
value proposition of EA services
2 hours
Begin the selection of EA services relevant to your organization by following the steps below:
1. Gather the EA strategy creation team, and the list of identified EA contributions that the team formulated
during Phase 2.
2. Open the EA Service Planning Tool, select one sub-service, and read its definition.
3. Based on the definition of the sub-service, refer back to the identified list of EA contributions and check
if there is an identified EA contribution that matches the service. Materials Participants
• If the EA service definitions matches one of the identified EA contributions, then that EA service
is relevant to the organization. If there is no match, then the EA service may not be relevant to the
organization. • Note-taking materials • EA strategy creation team
4. Highlight the sub-service if it is relevant. Add a checkmark beside the EA contribution if it is addressed • Whiteboard or flip chart,
by a sub-service. markers
5. Select the next sub-service and repeat steps 2-4. Continue down the list of sub-services in the EA Service
Planning Tool until all sub-services have been examined.
Download the EA Service Planning Tool to assist with

this activity. Info-Tech Research Group | 126
Input Output
4.1.2 Identify if your organization needs
additional services outside of the • Expertise from the EA
strategy creation team
• A defined set of EA services
outside the list Info-Tech
recommended list • Previously defined EA

has recommended
2 hours contributions
Identify if services outside of the recommended list in the EA Service Planning Tool are relevant to your
organization by using the steps below:
1. Gather the EA strategy creation team and the list of EA contributions with checkmarks for contributions
addressed by EA services.
2. Take the list of unaddressed EA contributions and select one EA contribution in the list. Assess whether
an EA service is required to address the EA contribution. Ask the group the following:
• Can the EA practice provide the service now?

• Does providing this EA service line up with the previously defined EA function scope and EA
fundamentals?
3. Decide if a service needs to be provided for that contribution. If yes, give the service a name and a
definition. • Whiteboard or flip chart,
markers
4. Then, decide if the service fits into one of the service categories in the EA Service Planning Tool. If there
is no fit, create another service category. Define the new service category as well.
5. Continue to the next unaddressed EA contribution and repeat steps 2-4. Repeat this process until all
unaddressed EA contributions have been assessed.

Create the EA service catalog to demonstrate to the organization how each
service can be accessed and used
The EA service catalog is an important communicator to the business. It shifts the technology-oriented
view of EA to services that show direct benefit to the business. It is a tool that communicates and provides
clarity to the business about the EA services that are available and how those services can assist them.
Define the services to show value

Define the service catalog to Info-Tech Insight
show how to use those services The EA group must provide the
organization with a list of
services it will provide to
demonstrate value. This will
Already defined Need to define
help the team manage
expectations and the workload
 EA service categories • Should EA deliver this service?
while giving organizational
 The services needed by the EA • Service triggers stakeholders a clear
stakeholders in each EA • Service provider understanding of how to
service category engage EA and what lies
• Service requestor
outside of EA’s involvement.

Input Output
4.1.3 Complete all the service catalog fields for each
service to show the organization how each can be • Expertise from the EA • Service details for each EA
service in your organization
consumed strategy creation team
4 hours
Complete the details for each relevant EA service in the EA Service Planning Tool by using
the following steps:
1. Gather the EA strategy creation team, and open the EA Service Planning Tool.
2. Select one of the services you have defined as relevant and begin the process of defining
the service. Define the following fields:
• Should EA deliver this service? Should the EA team provide this service? (Yes/No) Materials Participants
• Service trigger: What trigger will signal the need for the service?
• Service provider: Who in the EA team will provide the service? • Note-taking materials • EA strategy creation team
• Service requestor: Who outside of the EA team has requested this service? • Whiteboard or flip chart,
markers
3. Have the EA strategy creation team discuss and define each of the fields for the service
above. Record the decisions in the corresponding columns of the EA Service Planning
Tool.
4. Select the next required EA service, and repeat steps 2 and 3. Repeat the process until all
required EA services have their details defined.
Finalize the Set of Services and Secure Approval • Present the EA strategy to
stakeholders.
• Determine service details for each EA

Activities service in your organization.
4.2.1 Secure approval for your organization’s EA strategy

4.2.2 Map the EA contributions to business goals participants:
4.2.3 Quantify the EA effectiveness • CIO
• EA Team
4.2.4 Determine the role of the architect in the Agile ceremonies of the organization
• IT Leaders
Design the EA Services Outcomes of this step

• Secured approval for your
organization’s EA strategy.
Step 4.1 Step 4.2
• Measure effectiveness of EA
contributions.

Present the EA strategy to stakeholders to secure approval of the finalized
EA strategy
For the EA strategy to be successfully executed, it must be approved by the EA stakeholders. Securing their approval
will increase the likelihood of success in the execution of the EA operating model.
Outputs that make up the EA Present outputs to EA strategy

strategy stakeholders
 Business and technology  Identified and prioritized EA

drivers stakeholders.
 EA function value proposition
 EA vision statement
 EA mission statement
 EA goals and objectives
 EA scope
 EA principles  The checkmark symbol represents
the outputs this blueprint assists
 EA function services with creating.
Input Output
4.2.1 Secure approval of your organization’s
EA strategy • Completed EA Function
Strategy Template
• Approval of the EA strategy
• Expertise from EA strategy

1 hour creation team
Use the following steps to assist with securing approval for your organization’s EA strategy:
1. Call a meeting between the EA strategy creation team and the identified key EA stakeholders. Key
stakeholders were defined in activity 2.1.1.
2. Open the completed EA Function Strategy Template. Use it to help you discuss the merits of the EA
strategy with the key stakeholders.
3. Discuss with the stakeholders any concerns and modifications they wish to make to the strategy. If Materials Participants
detailed questions are asked, refer to the other templates created as a part of this blueprint. Record those
concerns and address them at a later time.
4. After presenting the EA strategy, ask the stakeholders for approval. If stakeholders do not approve, refer • Note-taking materials • EA strategy creation team
back to the concerns documented in step 3 and inquire if addressing the concerns will result in approval.
• Whiteboard or flip chart, • Key EA stakeholders
markers
5. If applicable, address stakeholder concerns with the EA strategy.
6. Once EA strategy has been approved, publish the EA strategy to ensure there is a mutual understanding
of what the EA function will provide to the organization. Move on to Info-Tech’s
Define an EA Operating Model blueprint to begin executing upon the EA strategy.
Use the EA Function Strategy Template to assist with

Input Output
4.2.2 Map the EA contributions to the

business goals • Expertise from EA strategy • Service details for each EA
creation team service in your organization
3 hours
Map EA contributions/services to the goals of the organization.
1. Start from the business goals of the organization.
2. Determine Business and IT drivers.
3. Identify EA contributions that help achieve the business goals.


markers

Trace EA drivers to business goals (sample)

Input Output
4.2.3 Quantify the EA effectiveness

• Expertise from EA strategy • Defined KPIs (SMART)
creation team
1 hour
Use SMART key performance indicators (KPIs) to measure EA contributions vis-à-vis
business goals.

markers

Measure the EA strategy effectiveness by tracking the benefits it provides to the corporate
business goals
The success of the EA function spans across three main dimensions:
• The delivery of EA-enabled business outcomes that are most important to the enterprise.
• The alignment between the business and IT from a planning perspective.
• Improvements in the corporate business goals due to EA contributions (standardization, rationalization, reuse, etc.).
Corporate Business Goals EA Contributions Measurements

• Reduction in operating costs • Alignment of IT investments to • Cost reductions based on
• Decrease in regulatory compliance business strategy application and platform
infractions • Achievement of business results rationalization
• Increased revenue from existing directly linked to IT involvement • Standard based solutions
channels • Application and platform • Time reduction for integration
• Increased revenue from new rationalization • Service reused
channels • Standards in place • Stakeholder satisfaction with EA
• Faster time to business value • Flexible architecture services
• Improved business agility • Better integration • Increase customer satisfaction
• Reduction in enterprise risk • Higher organizational satisfaction • Rework minimized
exposure with technology-enabled services • Lower cost of integration
and solutions • Risk reduction

The oil and gas company began the EA strategy creation by crafting
an EA value proposition
CASE STUDY Industry

Source
Oil & Gas
Info-Tech
The oil and gas corporation faced a First, Info-Tech worked with the Through this process, Info-Tech
great challenge in communicating enterprise architecture team to helped the team at the oil and gas
the role of enterprise architecture to define the EA stakeholders in the company create a document that
the organization. Although it has the organization. could communicate the value of EA.
mandate from the CIO to create the Specifically, the document could
EA function, there was no function Second, Info-Tech interviewed those articulate the issues obstructing
in existence. Thus, few people in the stakeholders to identify their needs. each stakeholder from achieving
organization understood EA. The needs were analyzed and pains their needs and how enterprise
that would obstruct addressing architecture could solve them.
Because of this lack of those needs were identified.
understanding, the EA function was With this value proposition, EA was
often undermined. The EA function Lastly, Info-Tech worked with the able to demonstrate value to
was seen as an order taker that team to identify common EA important stakeholders and set
provided some services to the contributions that would solve those itself up for success in its future
organization. pains. endeavors.

The oil and gas company defined EA services to provide and
communicate value to the organization
CASE STUDY Industry

Source
Oil & Gas
Info-Tech
As a brand new enterprise Info-Tech worked with the EA The defined EA services led the EA
architecture function, the EA function at the oil and gas function to communicate what it
function at the oil and gas corporation to define a set of EA could provide for the business. As
corporation did not have a set of services the function could provide. well, the defined services clarified
defined EA services. Because of this the level of expectation for the
lack of EA services, the organization The Info-Tech team, along with the business.
did not know what contributions EA organization, assessed the business
could provide. and technology needs of the The EA team was able to
stakeholder. Those needs acted as successfully service the business on
Further, without the definition of EA the basis for the EA function to future projects, adding value
services, the EA function did not set create their initial services. through their expertise and
out explicit expectations to the knowledge of the organization’s
business. This caused expectations Additionally, Info-Tech worked with systems. Because of the
from the business to be different the team to define the service demonstrated value, EA has been
from those of the EA function, details (e.g. service benefits, service given greater responsibility
resulting in friction. requestor, service provider) to throughout the organization.
communicate how to provide
services to the business.

Input Output
4.2.4 Determine the role of the architect

in the Agile ceremonies of the • Expertise from EA strategy • Participation in Agile Pre-
creation team and Post-PI, Architect
Syncs, etc.
organization
1 hour
Document the involvement of the enterprise architect in your organization’s Agile
ceremonies.
1. Document the Agile ceremonial used in the organization (based on SAFe or other Agile
approaches).
2. Determine ceremonies the System Architect will participate in.

3. Determine ceremonies the Solution Architect will participate in
4. Determine ceremonies the Enterprise Architect will participate in. • Note-taking materials • EA strategy creation team
5. Determine Architect Syncs, etc. markers
Note: Roles and responsibilities can be further defined as part of the Agile Enterprise
Operating Model.

The EA role relative to agility
The enterprise architecture role relative to agility specifies the architecture roles as well as the agile protocols they will participate in.
This statement will guide every architect’s participation in planning meetings, pre- and post-PI, syncs, etc. Use simple and concise
terminology; speak loudly and clearly.
A strong EA role  Describes what different architect roles  Compelling

statement do to achieve the vision of the  Easy to grasp
organization
relative to  Sharply focused
 In an agile way
agility has the  Specific
following  Concise
characteristics:
• Create strategies that provide guardrails for the organization, provide
Sample EA standards, reusable assets, accelerators, and other decisions at the enterprise
mission level that support agility.
relative to • Participate in pre-PI and post-PI planning activities, architect syncs, etc.
agility

A clear Likewise, below is a sample of connecting keywords together to form an enterprise
statement can architect role statement, relative to agility.
include We collaborate with the business

to analyze and optimize business
We support IT-enabled business
transformation programs by We identify and develop new
additional capabilities and business

processes to enable the agile and
building and maintaining a shared
vision of the future state
creative opportunities for IT to
enable the business. We
details efficient attainment of [Company

name] business objectives.
enterprise and consistently
communicating it to stakeholders.
communicate the art of the
possible to the business.
surrounding the
Enterprise Optimize, transform, and innovate by defining
and implementing the [Company]’s target enterprise architecture in an
Architect role agile way.
relative to
agility We engage with project
teams early and guide
We analyze business needs and priorities and assess the current state of the enterprise.
We build and maintain the target enterprise architecture blueprints that define:
solution design and selection • Business capabilities and processes (business architecture)
to ensure alignment to the • Data, application, and technology assets that enable business capabilities and
target-state enterprise processes (technology architecture)
architecture and provide • Architecture principles
guidance as well as • Standards and reusable assets
accelerators. • Continuous exploration, integration, and deployment

Move to the enterprise architecture operating model blueprint to
execute your EA strategy
Once approved, move on to Info-Tech’s Define an EA Operating Model blueprint to begin executing on the
EA strategy.
Enterprise architecture strategy Agile enterprise architecture operating model
This blueprint focuses on setting up an enterprise

architecture function, with the goal of maximizing the An EA operating model helps you design and
likelihood of EA success. The blueprint puts into organize the EA function, ensuring adherence to
place the components that will align the EA function architectural standards and delivery of EA services.
with the needs of the stakeholders, guide the This blueprint acts on the EA strategy by creating
decision making of the EA function, and define the methods to engage, govern, and develop architecture
services EA can provide to the organization. as a part of the larger organization.

Research Contributors and Experts
Milena Litoiu Lan Nguyen
Senior Director Research and Advisory, Enterprise IT Executive, Mentor, Managing Partner at CIOs Beyond
Architecture Borders Group
• Milena Litoiu is a Principal/Senior Manager of Enterprise • Lan Nguyen has a wealth of experience driving the EA strategy and
Architecture. She is Master Certified with The Open Group and she the digital transformation success at the City of Toronto.
sits on global architecture certification boards.
• Lan is a university lecturer on topics like strategic leadership in the
• Other certifications include SABSA, CRISC, and Scaled Agile digital enterprise.
Framework. She started as a certified IT Architect at IBM and has
• Lan is a Managing Partner at CIOs Beyond Borders Group.
over 25 years experience in this field.
• Milena teaches enterprise architecture at the University of Toronto and • Lan specializes in Partnership Development; Governance; Strategic
led the development of the Enterprise Architecture Certificate (a Planning, Business Development; Government Relations; Business
course on EA fundamentals, one on EA development and Governance, Relationship Management; Leadership Development;
and one on Trends going forward). Organizational Agility and Change Management; Talent
Management; Managed Services; Digital Transformation; Strategic
• She has a Masters in Engineering, an executive MBA, and extensive Management of Enterprise IT; Shared Services; Service Quality
experience in enterprise architecture as well as methodologies and Improvement, Portfolio Management; Community Development;
tools. and Social Enterprise.

Dirk Coetsee Andy Neill
Director Research and Advisory, Enterprise Architecture, Data AVP, Enterprise Architecture, Data and Analytics
& Analytics
• Dirk Coetsee is a Research & Advisory Director in the Data & Analytics • Andy is AVP Data and Analytics and Chief Enterprise Architect at Info-
practice. Dirk has over 25 years of experience in data management and Tech Research Group. Previous roles include leading the data architecture
architecture within a wide range of industries, especially Financial Services, practice for Loblaw Companies Ltd, Shoppers Drug Mart and 360
Manufacturing, and Retail. Insights in Canada as well as leading architecture practices at Siemens
consultancy, BBC, NHS, Ordnance Survey, and Houses of Parliament and
• Dirk spearheaded data architecture at several organizations and was Commons in the UK.
involved in enterprise data architecture, data governance, and data quality
• His responsibilities at Info-Tech include leading the data and analytics
and analytics. He architected many operational data stores of ranging
and enterprise architecture research practices and guiding the future of
complexity and transaction volumes and was part of major enterprise data
research and client engagement in that space.
warehouse initiatives. Lately, he was part of projects that implemented big
data, enterprise service bus, and micro services architectures. Dirk has an • Andy is the Product Owner for the Technical Counselor seat offering at
in-depth knowledge of industry models within the financial and retail Info-Tech, which gives world-class holistic support to our senior
spaces. technical members.
• Dirk holds a BSc (Hons) in Operational Research and an MBA with • He is also a instructor and content creator for the University of Toronto in
specialization in Financial Services from the University of Pretoria, South the field of Enterprise Architecture.
Africa.

Wayne Filin-Matthews Graham Smith
Chief Enterprise Architect, ICMG Winner of Global Chief Experienced lead Enterprise Architect and Independent
Enterprise Architect of the Year 2019 Consultant
• Wayne is currently the EA Discipline Lead/Chief Enterprise • Graham is an experienced lead enterprise architect specializing in
Architect – Global Digital Transformation Office, COE at Dell digital and data transformation, with over 33 years of experience,
Technologies. spanning financial markets, media, information, insurance, and
telecommunications sectors. Graham has successfully established
• He is a distinguished Motivator & Tech Lead as well as an
and led large teams across India, China, Australia, Americas,
influencer. Japan, and the UK.
• Wayne has led multiple Enterprise Architecture practices at the • He is currently working as an independent consultant in digital
global level and has valuable contributions in this space managing and data-led transformation and his work spans established
and growing Enterprise Architecture and CTO practices across businesses and start-ups alike.
strategy, execution, and adoption parts of the IT lifecycle.

Thanks also go to all experts who contributed to previous versions of this document:
• Zachary Curry, Director, Enterprise Architecture and Innovation, FMC Technologies

• Pam Doucette, Director of Enterprise Architecture, Tufts Health Plan
• Joe Evers, Consulting Principal, JcEvers Consulting Corp
• Cameron Fairbairn, Enterprise Architect, Agriculture Financial Services Corporation (AFSC)
• Michael Fulton, Chief Digital Officer & Senior IT Strategy & Architecture Consultant at CC and C Solutions
• Tom Graves, Principal Consultant, Tetradian Consulting
• (JB) Brahmaiah Jarugumilli, Consultant, Federal Aviation Administration – Enterprise Services Center
• Huw Morgan, IT Research Executive, Enterprise Architect
• Serge Parisien, Manager, Enterprise Architecture, Canada Mortgage & Housing Corporation
Additional interviews were conducted but are not listed due to privacy and confidentiality requirements.

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It Design An Enterprise Architecture Strategy Phases 1 4 V1

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Design an Enterprise

Info-Tech Research Group Inc. is a global leader in providing IT research and

18 Phase 1: Explore the Role of Enterprise Architecture

58 Phase 2: Create the Value Proposition

81 Phase 3: Build the EA Fundamentals

122 Phase 4: Design the EA Services

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Data Architecture Technology Architecture

Goals Enterprise architecture creates new

External forces, pressures, trends, data, etc. Input

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Operations, Monitoring, and Continuous Improvement

Agile Agile Agile Agile Agile Agile

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Principal/Senior Director, Enterprise Architecture

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understanding of Senior Workshop Delivery Director

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• Fits the current organization’s maturity and remains flexible

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Architects should establish

Tactical insight Tactical insight Tactical insight

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“The trick to getting value from enterprise

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Copyright © MIT, 2019

Firefighter – Supports the Business

Unstable – Struggles to Support

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Session 1 Session 2 Session 3 Session 4 Session 5

4. EA mission statement outcomes from workshop

Define the role of the group and different

This phase involves the following

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Emerging Cut through Increased

Source: Booz & Co., 2009

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2 Provides traceability of architectural decisions to/from business goals

3 Provides ways to measure results

4 Provides consistency across different lines of business:

5 Reduces duplications, creating additional efficiencies at the enterprise

6 Presents an actionable migration to the strategy/vision, through short-

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continued 8 Done right, reduces costs

9 Done right, mitigates risks

10 Done right, stimulates innovation

12 Done right, enhances competitive advantage of the enterprise

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Source: University of Toronto, 2021

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Industry Changes Business Strategy

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Someone who has been in the organization for a long time