THEGUIDETOCAREERSINENTERPRISEARCHITECTURE

Preparedby

FederationofEnterpriseArchitectureProfessionalOrganizations

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TheGuidetoCareersinEnterpriseArchitecture

Preparedby

FederationofEnterpriseArchitectureProfessionalOrganizations

Abstract

TheGuidetoCareersinEnterpriseArchitectureprovidesanoverviewofthevariousarchitecturerolescommonlyrecognizedinorganizations.ThedocumentdoesnotdescribewhatanEnterpriseArchitectdoes,whichismulti-faceted,overlappingBusiness,Application,Information,Technology,Securityandotherareas,butratherwhatskillsArchitectsareexpectedtohave,andhowtohireanddevelopthem.ThejourneytowardseachroleandinteractionsbetweenvariousrolesarediscussedalongwithinformationonhowthestructureoftheEnterpriseArchitecturefunctionaffectstheskillsneededbytheArchitects.TheGuideendswithsamplequestionsforrecruitingArchitects.

©Copyright2018,FederationofEnterpriseArchitectureProfessionalOrganizations

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ContentsContributors.................................................................................................................................................3BriefOverview..............................................................................................................................................4Competencies,CompetencyGroups,andRoles......................................................................................5RolesinArchitecture................................................................................................................................6

TheEnterpriseArchitectureCompetencyModel.........................................................................................8CompetencyDescriptions........................................................................................................................8

AnalyticalThinking...............................................................................................................................9Architecture.........................................................................................................................................9Finance.................................................................................................................................................9Management........................................................................................................................................9InfluencewithoutAuthority.................................................................................................................9Communication....................................................................................................................................9InterpersonalSkills...............................................................................................................................9Leadership..........................................................................................................................................10

CompetencyLevels.................................................................................................................................10RecommendedCompetencyandAbilityLevels.....................................................................................11

TheEnterpriseArchitect’sJourney............................................................................................................13Relationshipsandcollaborationpoints(architectstonon-architects)..................................................15CertificationandEducation....................................................................................................................16

PatternsofEnterpriseArchitectureTeamStructure.................................................................................16PatternsOverview..................................................................................................................................17ImpactontheroleoftheEnterpriseArchitect......................................................................................18

BuildingtheEnterpriseArchitectureTeam................................................................................................19PositioningandClarityofRole...............................................................................................................19LocatingandRecruitingArchitects.........................................................................................................19InterviewinganEnterpriseArchitect......................................................................................................20SuggestedInterviewQuestions..............................................................................................................21

EnterpriseArchitect...........................................................................................................................21BusinessArchitect..............................................................................................................................21InformationArchitect.........................................................................................................................22ApplicationArchitect..........................................................................................................................22TechnologyArchitect.........................................................................................................................23SecurityArchitect...............................................................................................................................23

AppendixA–Listoftermsandacronyms..................................................................................................25AppendixB–EACompetencyModel.........................................................................................................26AppendixC–FurtherReading....................................................................................................................32UsefulBooks...........................................................................................................................................32UsefulReferenceWorks(StandardsandBodiesofKnowledge)............................................................33

AppendixD–OrganizationsinvolvedwithEnterpriseArchitecture..........................................................34

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TheGuidetoCareersinEnterpriseArchitecture

ContributorsTheinformationcontainedinthispublicationwascontributedbythirteen(13)organizationsandendorsedbyeleven(11).IIBAandDAMA-Idonotendorsethisversionorassumeanyresponsibilityfortheaccuracy,completeness,orqualityofthisversion,asstatedbelow.CharlesMartin,BoardofDirector,InternationalInstituteofBusinessAnalysis(IIBA)“ThoughwesupportthedirectionandintentoftheGuide,wefindthatthecurrentversiondoesnotprovideabalancedviewofthevariouspathsonwhichanindividualmayfollowtobecomeaneffectiveEnterpriseArchitect.IIBAvotesnottoapprovethisversionrelease.TheIIBAwillcontinueasacontributortotheGuide,whichwillbeanimportanttoolforthedevelopmentofhigh-performingenterprisearchitects.”

SueGuens,PresidentDAMAInternational(DAMA-I)“AsaresultofthequalityandinconsistencieswithintheGuide,DAMA-Ivotesnottoapprovethisversionrelease.DAMA-IrecommendsthelatestDMBOKversionaswellasFEAPOTaxonomygenredefinitionbealignedtothisGuide.DAMA-IhopestocollaborateonafutureversionreleasethatbetterrepresentsourDataArchitecturecommunity.”

AustralianComputerSociety(ACS)GlenWillisBusinessArchitectureGuildBillUlrich,WhyndeKuehn,JaniceKoerber,MikeRosen,AlexRandell,JackHiltyBusinessArchitectureSociety(BAS)AndrewGuitarteCanadianInformationProcessingSociety(CIPS)BrendaByers,BrianHelstrom,SandraHoskinsIEEEComputerSocietyAndyChen,RichHilliard,ChuckWalradCenterforEnterpriseArchitecture,PennStateUniversity(CEA)EdwardMoshinsky,DavidLeeCenterfortheAdvancementoftheEAProfessionMarkLane,JeffWallk,NickMalikDataManagementAssociationInternational(DAMA-I)IngridHunt,SueEarleyInternationalProfessionalPracticePartnership(IFIPIP3)StephenIbaraki,JohnMortonInternationalCouncilonSystemsEngineering(INCOSE)RichardMartinInternationalInstituteofBusinessAnalysts(IIBA)DeborahOliver,NathanielPackard,VikramSethiInternationalCouncilonSystemsEngineering(INCOSE)TerriWolfromNetworkProfessionalAssociation(NPA)BarrySellers

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BriefOverviewThefieldofEnterpriseArchitecture(EA)hasgrownsteadilyoverthepast30years.Itisnolongerdifficulttofindtwopeoplewhobothhavethetitleof“EnterpriseArchitect”ontheirresume.Whathasemergedasthenext-orderproblemfororganizationshiringanarchitectissimple:tworesumesarehighlyunlikelytocontainsimilardescriptionsofthejobsperformed,eventhoughtheyhavethesametitle.Inaddition,someofthemostqualifiedcandidatesforjobsinEnterpriseArchitecturehaveneverheldthattitle.

Thisdiversityofneedsandqualifications,allunderthetitleof“EnterpriseArchitect”,createsanissuefororganizationsandcompaniestryingtoimplementamatureEAprogram.NowthatmanycompanieshavedecidedthattheywanttoeitherhireordevelopEnterpriseArchitects,there’snostandarddescriptionofwhatanEnterpriseArchitectshouldknow.

TherecentlyreleasedFederationofEnterpriseArchitectureProfessionalOrganizations(FEAPO)whitepapercharacterizesenterprisearchitectureas“awell-definedpracticeforconductingenterpriseanalysis,design,planning,andimplementation,usingaholisticapproachatalltimes,forthesuccessfuldevelopmentandexecutionofstrategy.Enterprisearchitectureappliesarchitectureprinciplesandpracticestoguideorganizationsthroughthebusiness,information,process,andtechnologychangesnecessarytoexecutetheirstrategies.Thesepracticesutilizethevariousaspectsofanenterprisetoidentify,motivate,andachievethesechanges.”1

ManylargeorganizationshavereachedouttoFEAPOtocreateguidance.Thesecompaniesandagencieshavesoughtclarificationontheskills,roles,andresponsibilitiesthatthemembersofanEnterpriseArchitectureteamshoulddemonstrate.Tomeetthischallenge,thememberorganizationsofFEAPO,representingoveronemilliontechnicalprofessionalsworldwide,charteredthisGuideandcollaboratedonitscontents.

TheaudienceforthisGuideisfourfold.

• WeexpecttheGuidetobeusedbyhiringmanagersandchiefarchitectstoestablishminimumknowledgestandardsandcriteriafortheirstaffandtoassisttheminorganizingtheirteams.

• WeexpectarchitectsandaspiringarchitectstoreviewtherequirementsforthevariousrolesinEnterpriseArchitectureandchartapathtowardsgainingemploymentandincreasingtheirproficienciesintheseprofessions.

• WehopethatseniorexecutiveswhoareinterestedinbuildinganEnterpriseArchitectureprogramwillbeabletorefertothisGuideforanunderstandingoftheskillstheyshouldlookforintheirarchitectureteam.

• Lastly,weencouragerecruitersandHRprofessionalstousethismaterialtoassistintheprocessofidentifyingqualifiedEnterpriseArchitecturecandidates.

Overthecourseofseveraliterations,FEAPOintendstoproducereportsconcerningEAcareerpathguidancethatspanstheentirerangeofcommonEApractice.Giventhatrange,thisinitialversionoftheGuidefocusesonaspectsofEApracticethatarebestknowntoamajorityoftheFEAPOmembersparticipatinginthisfirstiteration.AprimaryobjectiveistoestablishaframeworkforsubsequentiterationsthatexpandstherangeofEAcareerguidancetoincludetheentirespectrumofEApractice1FEAPO,“Acommonperspectiveonenterprisearchitecture,”inArchitecture&Governance,volume9,issue4,2013.

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amongFEAPOmembers.Fortunately,theframeworkcreated,thecareerrolesidentified,thecompetenciesarticulated,andtheskilllevelsrequired,havewideapplicabilityandshouldbenefitallEApractitionerstosomeextent.

ThisfirstversionleanstowardEAasanInformationTechnology(IT)-associatedpractice.ThisorientationresultsfromboththelargenumberofIT-focusedparticipantsfromFEAPOmemberorganizationsthatpreparedthisfirstversionoftheGuideandfromthefactthatEAinITis,atthispointintime,betterdefinedascareerrolesthaninotherenterpriseconstituencies.

WeexpectthatthecontentofthisGuidewillberefinedandexpandedwithuse.WeencourageallreadersandusersofthisGuidetoofferfeedbackontheadequacyoftheframework,roles,competencies,andskillstotheirparticularsituationsothatFEAPOcanimprovetheGuideanditscareercoveragegoingforwardwithfutureeditions.PleasevisittheFEAPOwebsiteathttp://feapo.orgtoprovidefeedbackafterthisGuideispublished.

Competencies,CompetencyGroups,andRolesTheGuideadoptsmuchoftheterminologyofhumanresourcemanagersforenterprisearchitecture.Specifically,thisGuidewillutilizethefollowingterms.

Capability–Anabilitythatanindividualmayexhibit.

Competency–Acapabilitythatanindividualmayexhibittodosomethingsuccessfully.Theymayhavedevelopedthatcompetencythroughformaleducation,workexperience,mentoring,oracombinationofsources.TheGuideisnotconcernedwiththedifferentwaysinwhichanarchitectmayhavecomebytheircompetency.

CompetencyGroup–Agroupingofcompetenciesthathelpstoidentifygapsandelicitspecificsfromhiringmanagers.

Role–AcohesivesetofcompetenciesthatFEAPOmembershavefoundvaluableintheirday-to-dayexperiences.Multiplerolesmayshareparticularcompetencies;overlapofrolesiscommon.Notethataroleisnotadescriptionofaperson.Notonlycanasinglepersonperformmultipleroles,theycanperformthemsimultaneously.Inotherwords,itisperfectlyappropriateforanarchitecttobeperformingtheroleofaninformationarchitectandabusinessarchitectatthesametime,inthesameconversationormeeting,orwhilecreatingasingledeliverableforstakeholders.

Level–Thedegreetowhichanindividualisproficientinacompetency.Inordertodescribethecompetencyofanenterprisearchitect,itisnotenoughtosaythataparticulararchitect“has”acompetency;anindividualmustbeabletoillustratethelevelofproficiencyinthatcompetencyforagivenrole.

TherelationshipbetweentheseconceptsisillustratedinFigure1.

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Figure1:Competencies,GroupsandRoles.

RolesinArchitectureInnumerousdiscussionswithvariousinternationalorganizations,FEAPOhasfoundawidearrayof“architectroles”described.Thiscreatessomeconfusion,sincetheserolesareinconsistentbetweenorganizationsandevenwithinasingleenterprise.Thereisaclearchallenge:HowcanFEAPOprovideguidanceonthecompetenciesofanarchitectifwecannotagree,asanindustry,onwhatkindsofarchitectsactuallyexist?

TherearemanydifferentperspectivesonwhatanEnterpriseArchitectisamongtheworkingcorpsofarchitects.Afterdiscussionsamongawidearrayofindividualarchitectsandtheirmanagers,gainingconsensuswaschallenging.FEAPOhasfoundthattheoriginalmodelproposedbytheNationalInstituteofStandardsandTechnologies(NIST)in1989stillworkswithalittlemodification.2

NISTdescribedEnterpriseArchitectureatitsearlieststages.Atthattime,EAwasdescribedasbeingcomposedofa“stack”ofroles.Themodernversionofthatstack,popularizedbyTheOpenGrouparchitectureframework,isoftencalledthe“BAIT”model,referringtoBusiness+Applications+Information+Technology.FEAPOdeterminedthatthismodelshouldnotbeillustratedasa“stack”butasagroupofcollaboratingroles.Tomakethisrelevanttomodernrequirements,weaddedacriticalrolethatwasnottopofmindin1989,Security.ThisGuidereferstothismodelas“BAIT+S”.Note:FEAPOisnotsuggestingthatSecurityistheonlyadditionalareaofconcernfacingEnterpriseArchitecture.ThisissimplythescopechosenforthisversionoftheGuide.

TheremainderoftheGuidewillrefertotheseparallelrolesandthecompetenciesrequiredforeach.Therolelabeled“EnterpriseArchitect”overlapsthesearchitectureroles.ThisrealityisoneofthemostimportantconceptsinbuildinganunderstandingofwhatitmeanstobeanEnterpriseArchitect.SeeFigure2.

2InformationManagementDirections:TheIntegrationChallenge,E.N.FongandA.H.Goldfineeditors,NISTSpecialPublication500–167,http://www.itl.nist.gov/lab/specpubs/NIST%20SP%20500-167.pdf,1989.

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Figure2:Overlappingroles.

TherelationshipbetweenanEnterpriseArchitectandaSolutionArchitectisnotsomuchadistinctionbetweenjobsasitisanunderstandingofthescopeofeacharchitect’swork.WhereastheEnterpriseArchitect’sfocusisonformulationofstrategy,thefocusoftheSolutionArchitectisonexecutionofthatstrategytosolveaparticular,tangible,problem.TheSolutionArchitectwilloftenhaveasingle,clearbusinessleaderwhosemetricsaredrivingtheneedforchange.AnEnterpriseArchitectoftenhastoworkwithmanyseniorbusinessandtechnologystakeholders,andmanycompetingmeasuresofsuccess.ThisGuideprimarilyfocusesonanEnterpriseArchitectwhilerecognizingthatitisquitecommonforaSolutionArchitecttogrowintoanEnterpriseArchitect.SeeTheEnterpriseArchitect’sJourney.

AneffectiveEnterpriseArchitectmustbeabletoperformineachoftheserolesata“surface”level,andwithdepthinatleastone.WhileScottAmbler,inhisbook“AgileModeling”referstothisconceptasa“generalizingspecialist”.3TheOpenGroupcitedhumanresourcemanagersreferringtothisconceptasa“T-shaped”or“V-shaped”architect”.4Why“V-shaped”?BecausetheresultisapersonwhoseskillsmayappearsimilartothoseinFigure3below,withsomeskillsgoingfar“deeper”thantheothers.Notethatthe“deep”skillcanbeinanyofthearchitecturerolesintheBAIT+Smodel.

3ScottAmbler,AgileModeling:EffectivePracticesforExtremeProgrammingandtheUnifiedProcess,JohnWiley&Sons,2002.4“T-shapedpeople”.TheOpenGroupblog,http://blog.opengroup.org/2011/02/17/t-shaped-people/,2011.

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Figure3:TheV-shapedarchitect.

Ithasbeenpointedoutthattheterm“TechnologyArchitect”ismoreofageneralizationthananactualrole.Inpractice,atechnologyarchitectislikelytohaveatitlerelatedtotheirtechnologyfocussuchas“networkdesigner”oraproduct-specificarchitect.

ThechallengeoftheBAIT+Smodelisthatitappearstofocusheavilyontechnology-relevantskills,butthisisnotentirelytrue.Whiletherolesmaydifferentiateamongtechnology-relevantskills,theserolesareusefulbecausetheyarerelevanttoanygroupwithinanenterprisethatmustcopewithchange.Informationtechnologyissimplyaplacewherechangehappensfrequentlysosophisticatedmodelsbeganthere.However,thesesameconceptsofleadingandguidingchangeoccurinallbusinessareastounderstand:

• whyachangeisneeded(businessarchitecture);• howinformationmoves(informationarchitecture);• howsystemsdeliverservices(applicationarchitecture);• howsystemsinteract(integrationarchitecture);• howtechnologiessupportthemall(technologyarchitecture);and• themanagementofsecuritythroughout(securityarchitecture).

Thereaderisencouragedtobearwiththe“dated”termsinherentintheBAIT+Smodel.Anunderstandingoftherolesneededtosupportorganizationalandstrategicchangeshouldemergebelow.

TheEnterpriseArchitectureCompetencyModelThissectionidentifiesanddetailsthecompetenciesthatafullyqualifiedEnterpriseArchitectwouldexhibit,theexpectedlevelsforeachcompetency,andhowthoselevelsvaryacrossdifferentBAIT+Sroles.ThissetiscalledtheEnterpriseArchitectureCompetencyModel.

CompetencyDescriptionsThissectionprovidesabriefoverviewofspecificcompetencies,anddescribesaconvenientgroupingofthosecompetencies.Thisisnotahierarchy,justaneasywaytobreakdownthelistofcompetencies.NotethatthefulldescriptionsofthecompetenciesthemselvescanbefoundinAppendixB–EACompetencyModel.

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AnalyticalThinkingWhilethisgroupfocusesonsuchtopicsassystemsthinkingandstrategicthinking,thekeyhereistofindindividualswhoareabletobringacriticalandinnovativeapproachtoanalyzingtheproblemsfacedbytheorganization.

ArchitectureArchitecturecompetenciesareessentialbecause,inmanyways,theydifferentiateanEnterpriseArchitectfromanyotherkindofseniorstrategicleaderinanorganization.AnEnterpriseArchitectrigorouslyintegratesarchitecturalskillsintoanapproachtoleadership,creativity,andproblemsolving.ArchitectureskillsarethecentralfocusofthevaluepropositionofanEnterpriseArchitect.

FinanceWhileanEnterpriseArchitectisexpectedtohaveagenerallygoodunderstandingofbusiness,financecapabilitiesarefocusedonspecificcompetenciesinvolvedwithcreatingartifactsusingfinancialinformation.FinanceskillsareimportantinallowingEnterpriseArchitectstocollaborateeffectivelywithawidearrayofbusinessprofessionals.SkilledEnterpriseArchitectsconsiderthelongterm,end-to-endcostsandbenefitsofasystem,notonlytheimmediatecostsorbenefitsthatareincurredwithintheboundsofatypicalchangeprogramorproject.Theseshorter-termcostsandbenefitsaretypicallythefocusoftheSolutionArchitectinvolvedinthedesignanddeliveryofaparticularprojectorprogram.Theseshorter-termcostswillbeguidedbythelonger-termvisiondefinedbyanEnterpriseArchitectureframeworkandstrategicdesign.

ManagementAsmostEnterpriseArchitectsareindividualcontributors,onemayaskwhyanEAneedscompetencyinmanagement.However,themanagementcompetenciesinthisgrouphaveproventobeusefulforEApractitionersastheyworkwithothermanagersregardingresources.ThestakeholdersofEnterpriseArchitecturedealwithmanagementchallengesdaily.ManagementcapabilitiesopenuplinesofeffectivecommunicationwithEnterpriseArchitecturestakeholders.

InfluencewithoutAuthorityFollowingontoManagementcapabilities,Influenceisanothercapabilityrequiringhighlevelsofcompetency.MostEnterpriseArchitectsworkwithotherteams,buthavenoauthority.Therefore,EnterpriseArchitectsmustbeabletoconvinceorpositivelyinfluenceotherpeopleintocooperationorcompliancewithrecommendations.Therearenosticks,onlycarrots.

CommunicationTheskillsinvolvedineffectivecommunicationdifferentiatetheroleofanEnterpriseArchitectfrommostotherarchitecture-focusedroles.EnterpriseArchitectsarefrequentlycalleduponto“makesense”ofahighlycomplexcollectionofsystems.Whilesomekeyskillsarepurelyarchitectural,theabilitytocreateexcellentmodelsanddesignswillbewastedifthearchitectisunabletocommunicateeffectively.

InterpersonalSkillsThroughoutEA,itisclearthattheactualvalueofanEnterpriseArchitectcomesfromgoingbeyond“hard”skillstoinfluencenegotiation,conflictresolution,andpoliticalsavvy.EAdecisionscanbecomepersonaltotheirstakeholders.Often,twoormorebusinessleaders,eachwiththeirown“measureofsuccess”,arepullingonaninitiative:creatingsubtleconflictsinscope,cost,andexpectations.Conflictssuchasthesehavetheeffectofgrindingprogresstoahalt.EnterpriseArchitectstypicallyareinvolvedinassuringthestrategicdesignalignmentismanagedwithinthecontextofthemanysolutionsbeingundertaken,workingwithSolutionArchitectstomanagecontentionbetweenprojects/solutionswhen

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sucharisetonegotiatewin-winoutcomesfortheEnterprise.AskilledEnterpriseArchitectisanegotiator.Heorshemusthavetheskillstofindawin-winsituationfortheenterprise.Nottounderestimatetheothercompetencies,anyEnterpriseArchitectlackingininterpersonalskillsisunlikelytosucceed,regardlessoftheirabilitytounderstandandcommunicatecomplexsystems.

LeadershipEnterpriseArchitectsarecatalystsofchange,andpeopledon’tchangewithoutleadership.ThecompetenciesinthissectionareessentialtosupporttherolethatEnterpriseArchitectsperforminmakingorganizationschange,grow,adapt,andfocusontheirmostimportantandstrategicbusinessareas.EnterpriseArchitectsprovideleadershipindefiningtheenterprisecodeofdevelopmentanddesignthatthesolutionarchitectswillworkwithin.

CompetencyLevelsThefollowinglevelsofunderstandingandabilityhavebeenusedtoprovideguidancetoEApractitioners,managementandHRprofessionalsplacingresourcesintherolesdefinedwithinthisGuideandgenerallywithintheEAdomain.SeeTable1.Itisworthnotingthelevelneededforcompetencywilldependonthearchitecturerolebeingperformed.

Table1:CompetencyLevels(source:SFIA).

Level Descriptor Ability1 Follow Basiccapabilitytocompletetasksunderclosesupervision.Not

expectedtousemuchinitiative.Shouldbeorganized.

2 Assist Usessomediscretionandhasawidercircleofinteractionthanlevel1,especiallyintheirspeciality.Worksonarangeoftasks,andproactivelymanagespersonaldevelopment.

3 Apply Completesworkpackageswithmilestonereviewsonly.Escalatesproblemsunderowndiscretion.Workswithsuppliersandcustomers.Mayhavesomesupervisoryresponsibility.Performsabroadrangeoftasks,takesinitiative,andschedulesownandotherswork.

4 Enable Worksundergeneraldirectioninaframework.Influenceataccountlevel,worksonabroadrangeofcomplexactivities.Goodlevelofoperationalbusinessskills.

5 EnsureandAdvise Broaddirection,supervisory,objectivesettingresponsibility.Influencesorganization.Challengingandunpredictablework.Self-sufficientinbusinessskills.

6 InitiateandInfluence

Authorityforanareaofwork.Setsorganizationalobjectives.Influencespolicy,significantpartoforganization,andcustomersandsuppliersatahighlevel.Highlycomplexandstrategicwork.Initiatesandleadstechnicalandbusinesschange.

7 Setstrategy,inspire,andmobilize

Authorityincludessettingpolicy.Makesdecisionscriticaltoorganization,influenceskeysuppliersandcustomersattoplevel.Leadsonstrategy.Fullrangeofmanagementandleadershipskills.

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TheselevelsareadaptedfromSFIA(TheSkillsFrameworkfortheInformationAge,version5).5SFIAisaframeworkthatdescribesprofessionalskillsneededforIT-relatedroles.SFIAversion5containsthedefinitionof96IT-relatedskills,organizedintocategoriesandsub-categoriesforconvenience,witheachskilldefinedatoneormoreofthe7levels.Note:Organizationschoosingtoadoptthismodelforcompetencylevels,orforuseofSFIAinacommercialsetting,shouldapplyforalicenseathttp://sfia-online.org.

SomemodelsofcompetencyhavefewerlevelsandmanyHRorganizationsuseadifferentframeworkfordescribingthelevelsofcompetencyforanindividual.FEAPOchosethereferencemodelabovefortworeasons:forconsistencywithBodiesofKnowledgebeingdevelopedacrosstheindustry,andtoenableadomain-neutralapproachtodescribingcompetency.

WhilethelevelsareadaptedfromSFIA,theactuallistofcompetenciesextendsbeyondIT-orientedframeworksintomanagement,operational,andfinancialareas.InafutureversionoftheGuidetoCareersinEnterpriseArchitecture,therewillbeanappendixdemonstratingalignmentwithcompetencytermsanddefinitionsusedintheeducationalresearchandcurriculumguidelinecommunitiesforpost-secondaryeducation.

RecommendedCompetencyandAbilityLevelsThefollowingtablerecommendsthelevelsneededtoperformasa“mid-career”EnterpriseArchitect(i.e.10–15yearsintheITindustryand4–5yearsinEA)ineachoftherolesidentifiedastypicalwithintheEAdomain.SeeTable2.DetaileddescriptionsofeachcompetencyareinAppendixB–EACompetencyModel.

5http://www.sfia-online.org/about-sfia/sfia-and-grading/

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Table2:ExpectedCompetencyLevels.

SeniorRole

Rolesatmid-career

Ref Competency&Breakdown ChiefArchitect

EnterpriseArchitect

BusinessArchitect

Information

Architect

ApplicationArchitect

TechnologyArchitect

SecurityArchitect

AnalyticalThinking AT-1 Creativethinking 4 5 5 5 5 5 5AT-2 Criticalthinking 5 5 5 5 5 5 5AT-3 Problemsolving 5 5 5 5 5 5 5AT-4 Strategicthinking 6 6 5 5 5 5 5AT-5 Systemsthinking 6 6 5 5 5 5 5AT-6 Abstraction 5 5 5 5 5 5 5 Architecture

AR-1 Design 5 5 5 4 4 5 5 AR-2 Informationanalysis 5 5 4 6 5 5 5 AR-3 Modeling 5 5 6 3 3 5 4AR-4 ProcessImprovement 7 5 N/A6

3 4 4 4AR-5 RoadMapDevelopment 7 6 5 4 4 4 4 AR-6 ScenarioBuilding 6 6 6 4 5 4 4AR-7 StandardsDevelopment 6 6 5 6 4 4 5 AR-8 SystemDevelopment 4 4 3 3 5 3 3 AR-9 SystemIntegration 4 4 5 5 4 4 5 Communication

CO-1 Elicitation 5 6 6 5 5 5 4CO-2 Facilitation 6 6 6 5 4 4 4CO-3 OralPresentations 6 5 6 4 4 4 4CO-4 WrittenCommunication 7 6 5 4 4 4 4

Finance FI-1 Budgeting 7 4 4 3 4 4 4FI-2 Costbenefitanalysis 6 5 5 3 3 3 3 InterpersonalSkills

IS-1 Conflictresolution 6 6 5 4 4 4 4IS-2 EmotionalIntelligence 6 5 4 4 4 4 4IS-3 Influence 7 6 6 5 4 4 4IS-4 Integrity 5 5 5 5 5 5 5IS-5 Negotiation 7 6 5 4 5 5 5IS-6 Politicalsavvy 7 5 5 5 5 4 5IS-7 RelationshipBuilding 7 6 6 6 5 5 5

3 = Apply, 4 = Enable, 5 = Ensure and Advise (supervisory), 6 = initiate and influence (organizational), 7 = set strategy, inspire, and mobilize

(Table2continuesonnextpage)

6TheBusinessArchitectureGuilddoesnotregardBusinessProcessasanarchitecturecompetency,pleaseseeremarksonthefrontofthedocument

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(Table2,ExpectedCompetencyLevels,continued)

SeniorRole

Rolesatmid-career

Ref Competency&Breakdown ChiefArchitect/VP

EnterpriseArchitect

BusinessArchitect

Information/

Data

Architect

ApplicationArchitect

TechnologyArchitect

SecurityArchitect

Leadership LE-1 Cyber/InformationSecurity 6 3 3 3 3 3 6LE-2 EmergingTechnology

Monitoring 6 6 5 5 5 6 6

LE-3 EnterpriseChangeManagement

7 6 5 4 5 4 4

LE-4 Informationassurance 5 5 4 5 4 4 5LE-5 InspirationalDirection 7 5 5 4 4 4 4LE-6 Policy/Governance 7 5 4 4 4 4 5 LE-7 ProjectManagement 6 5 5 4 4 4 4LE-8 StrategicPlanning 7 6 5 5 5 5 5LE-9 SystemQualityAssurance 6 6 6 6 7 6 6LE-10 TechnologyGovernance 7 7 6 6 6 6 6

Management MA-1 AssetPortfolioManagement 5 5 4 3 3 3 3MA-2 CoachingandMentoring 6 5 4 4 4 4 4MA-3 Decisionmaking 7 5 5 5 5 5 5MA-4 IndustryRegulation&

Compliance7 6 7 6 6 6 6

MA-5 InformationManagement 5 5 4 6 5 5 5MA-6 LifeCycleManagement 6 6 5 4 4 4 3MA-7 PerformanceManagement 6 4 6 4 4 4 4 MA-8 ProjectPortfolioManagement 6 5 5 4 4 4 4MA-9 RiskManagement 6 6 5 6 5 5 6

3 = Apply, 4 = Enable, 5 = Ensure and Advise (supervisory), 6 = initiate and influence (organizational), 7 = set strategy, inspire, and mobilize

TheEnterpriseArchitect’sJourneyEnterpriseArchitectsgrowoutofmanydifferentfunctionalroleswithinorganizations.SomeEnterpriseArchitectsemergefromoneofthetraditionalITroleslistedintheBAIT+Smodel,butmanyothersentertheEAprofessionfromsuchdiversefieldsasmanufacturingengineering,systemsengineering,andhealthinformatics,tonameafew.BecominganEnterpriseArchitectisnotanovernightevent.Agoodmetaphoristhatofajourney,startingwithanarrayoffamiliarlaunchingpoints.

Thereareahandfulof“indicators”tolookfor,inoneself,inteammembers,orinacandidate,thatindicateanindividualisonthejourneytowardsEnterpriseArchitect:

• Aloveofstructuredanalysis.Thismeansusingstructuredmethodstodrawoutinformation,organizeit,andhelpreachconclusions.

• Astrongaffinityforworkingwithdiversepeople.• Ahistoryofbringingtogetherpeopleandconceptsacrossperspectives,suchasdifferent

businessunitsorproducts.

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• Adesiretoseeabiggerpicture,andtounderstandhowtheentireenterpriseisdrivenbyitsorganizingprinciples(anorganization’s“DNA”).

• Whenfacedwithacomplexsituation,agoodcandidatewillseekoutwaystocreatewell-placedabstractions.Awell-placedabstractionisametaphorusefulinamodelthatenablescomplexdecision-makingwithoutinvolvingeverydetailotherwiseassociatedwithasystemorprocess.

Untilrecently,therewerenocollegelevelcoursesorprogramsinEnterpriseArchitecture.However,withanumberofuniversitiesofferingcoursesinEA,andahandfulofferingbachelor’sandmaster’sdegreesinEnterpriseArchitecture,itshouldbecomefareasierinthefuturetofindcandidateswhohavethenecessaryprerequisitetrainingtoperformtherole.Today,anEnterpriseArchitectcanbehiredwholackscertificationorformaleducation,butastheprofessionmatures,organizationscanexpecttohirecandidateswithuniversitytraining.Ifthemarketplaceforcandidatesreachesa“tippingpoint”wheresufficientnumbershavebeenformallytrained,existingEnterpriseArchitectsmayfindthattheyarelessindemandunlesstheyreturntocollegethemselves.

AsmostexistingEnterpriseArchitectsroseoutoftechnologyranks,itwouldbeuncommontofindanEnterpriseArchitectwithoutserioustechnicalskills,typicallyinsoftwaredevelopment,systemsoperations,projectmanagement,orbusinessanalysis.However,theroleofEnterpriseArchitectisoftennotatechnicalone,andverytechnicalpeoplemayfindthattheirdeeptechnologyskillswillbecomelessrelevantwhilebroadtechnicalandorganizationalskillsbecomemoreimportant.

ItisgenerallyacceptedacrosstheindustrythattheactualskillsandexperiencesneededtobeeffectiveasanEAdevelopthroughexperienceoveranextendedperiodoftime.Evenwithdegreeprogramsandcertificationcourses,itwouldbeexceptionallyraretofindapersonwhoiscapableofswitchingfromanon-BAIT+SroledirectlyintoEnterpriseArchitect.Forfolkswhoarenotinitiallytechnical,asolidpathtoBusinessArchitectmayexistfromavarietyofbusiness-technicalroles.

Figure4illustratessomeofthepathwaysthatpractitionersofEnterpriseArchitecturehaveseeninpractice,primarilyasitrelatestorolesininformationtechnology.Theideabeingthatapersoninarole,wouldmovetoanotherrolethatis“closer”toEnterpriseArchitect,onestepatatime.Movementbetweenrolestypicallyinvolvesaddingskillsorincreasingcompetencylevelstothoserequiredinthetargetrole.Anexamplepathisshownwitharrowstodemonstratehowtousethisgraphic.WhilethefiguredepictsafairlycommonIT-basedprogression,itisintendedtobeneithercomprehensivenorexclusive.Alternativepathsareequallyvalid.

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Figure4:AnIT-focusedcareerpathforEnterpriseArchitecture.

Whenmovingfromtechnicalrolestoarchitectureroles,theabilitytosucceedinthenewroleishighlydependentuponinterpersonalskillsandoftenleadershipskills.Fortechnologists,thisisafrequentcauseforstruggleandretraining,asthoseskillsarenotofteninitiallytaughtorrequired.

Whenmovingfromnon-technicalrolestoarchitectureroles,theabilitytosucceedinthenewroleishighlydependentuponabroadtechnicalgraspofissuessuchasintegration,hosting,coredataconcepts,andsoftwarelifecycle.Fornon-technologists,thisisafrequentcauseforstruggleandretraining.

Notethatapersonattemptingto“move”throughthismatrixtowardsaroleinEnterpriseArchitectureshouldexpecttospendseveralyearsinaroleinordertobuildproficiencybeforemovingon.Alsonotethatapersonmayhopbetweenthe“grey”areasthroughouttheircareer.Thisgraphicisnotintendedtoimplylimitations,onlytoillustratecommonapproaches.

Relationshipsandcollaborationpoints(architectstonon-architects)EveryenterpriseimplementsEnterpriseArchitectureindifferentways,althoughsomepatternsoccurfrequently.Unfortunately,thisdiversityofinteractionstylesandmethodsmakesitdifficulttodescribethecommoninteractionsbetweenanyparticulararchitecturalroleandotherrolesinanenterprise.AkeyrequirementforanyEnterpriseArchitectistheabilitytocollaborateeffectivelywiththatrole’suniquestakeholders,setappropriateexpectations,andbuildconsensustowardsadesiredorintendedsolution.

Typically,themoretechnicalrolessuchasapplicationarchitectandtechnologyarchitectspendmostoftheirtimeworkingdirectlywithothertechnologistrolessuchasprojectmanager,softwaredeveloper,

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DevOpsspecialist,andsystemdesigner.Morebusiness-focusedrolessuchasbusinessarchitectandinformationarchitectneedtohavetheskillsandabilitytoworkdirectlywithnon-technicalstakeholderstobuildconsensuswithouttechnicaldetails.

Indirectcollaboration,throughshareddocumentationtoolsorteamcollaborationtools,isoftenadifferentiatingfactorforthesuccessofarchitectureroles.Inaddition,manyEnterpriseArchitectsreportexcellentresultsusingEArepositorytools,portfoliomanagementtools,andsoftwareprojecttrackingtoolsthatencouragecollaborationbridgingtraditionalorganizational“silos”.

CertificationandEducation7ForanindividualseekinganeducationinEA,somehighereducationinstitutionsnowofferEAcourses,withafewofferingfulldegreeprogramsandcertificates.Keepingabreastofchangesintheprofessionrequirescontinuingeducationandsupportfordevelopmentthroughprofessionalorganizations.SeeAppendixD–OrganizationsinvolvedwithEnterpriseArchitectureforalistofrelevantprofessionalorganizationsintheEnterpriseArchitecturespace.

Professionalslookingtoimprovetheirskillsinthisnewfield,withouttheoverheadoftakingafulldegree,canoptforcertificateprograms.NearlyeveryuniversitythatoffersadegreeinEAalsooffersacertificateprogramforprofessionals.Commercialtrainingcompaniesalsooffercoursesforprofessionals,usuallyframedaroundasingleframework,processormethod.

ThedevelopmentofcommoncurriculafordegreesinEnterpriseArchitectureisjustbeginning.AdescriptionofonecourseinEAwasincludedintheAssociationforComputingMachinery(ACM)andAssociationforInformationSystems(AIS)’sCurriculumforInformationSystemsasoneofsixcorecourses.8

ArticlesonEnterpriseArchitecturecanbefoundintheJournalofEnterpriseArchitecture,publishedbytheAssociationofEnterpriseArchitects(AEA).ThemostnotableEnterpriseArchitectureresearchconferenceinthefieldistheIEEEInternationalEnterpriseDistributedObjectComputingConference(EDOC),heldannually.ProceedingsfromtheEDOCconferencesarepublishedbyIEEE.

PatternsofEnterpriseArchitectureTeamStructureTherearemanywaysinwhichtheEnterpriseArchitecturefunctionscanbestructuredwithinacompany.Smallercompanies,orcompanieswithlimitedappetitesforchange,mayhaveasinglearchitectwiththetitleof“strategyarchitect”or“chiefarchitect”whoperformsa“generalist”EnterpriseArchitectfunction.Othercompaniesmaygodeeperandhire,orposition,agroupofarchitectstoperformthesefunctions.

Thespecificteamstructureusedwillaffectthekindofpersonthatisappropriatetofillthatrole.Differentteamstructuresplacedifferentdemandsuponpeople,andtheirabilitiesandcompetenciesneedtobetailoredtomatch.Thissectionwillintroducefour“teamstructurepatterns”tohelpdifferentiatetheseimpacts.

7Futureeditionswillelaborateonthistopic.8AssociationforComputingMachinery(ACM)andAssociationforInformationSystems(AIS),IS2010:CurriculumGuidelinesforUndergraduateDegreeProgramsinInformationSystems,https://www.acm.org/education/curricula/IS%202010%20ACM%20final.pdf,2010.

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NotethatwearenotsuggestingthatthesearetheonlywaystostructureandstaffanEnterpriseArchitectureteam.Therearelikelytobemore.Somewillbevariationsonthesepatterns,whileotherswillbeunique.NordoesFEAPOsuggestthatoneisnecessarilymoreappropriateormaturethanothers.Theteamstructurethatacompanyoragencyselectswilldependupontheirparticularneeds.Thegoalhereissimplytoshowhowtheteamstructurecanaffectthejobrequirementsfortheindividualsinvolved.

Thepatternsdescribedherearenotspecifictothelocationofthearchitectureteamwithintheorganization.SometeamsreporttotheChiefInformationOfficer(CIO),whileothersreporttoaChiefOperatingOfficer(COO)orothernon-technologyexecutive.SomeFEAPOmembersrecommendpayingcloseattentionwhendecidingwhichexecutiveshouldoverseeand“own”EnterpriseArchitecture.Insomeorganizations,BusinessArchitectsreporttotheChiefFinanceOfficer(CFO)tocloselylinkwhattheydowiththosewhosettheoverallstrategyfortheorganization.

PatternsOverviewThefourpatternsofarchitectureteamstructuresare:organizingbyproject,organizingbydomain,organizingbystrategy,andorganizingbysegment.TheyareillustratedandcomparedinTable3.

Table3:Teamstructurepatterns.

ByProject ByArchitectureDomain/Segment

ByBusinessStrategy/Process

ByBusinessSegment/Domain

Architecturevirtualteamwithatinynumberofcentralresourcesprimarilydoingcoordination,withallarchitectsassignedtovariousprojectsandreportingtodifferentmanagers.

Architectureteamcomposedofdomainarchitects:Information,Business,Solution,andTechnologyarchitects.Inlargerorganizations,eachdomainisauniqueteam(e.g.IAteam,SAteam,etc).

Architectureteamcomposedofenterprisearchitects,eachassignedtoasinglehigh-levelbusinessstrategyorgoal.Inlargerorgs,strategiesforprimaryvaluechainactivitiesmaybeseparatedfromsupporting.

Architectureteamcomposedofenterprisearchitects,eachassignedtoonedomain(cohesivebusinessarea).Typicallyalignedtovaluechainareas.Inlargerorgs,primaryvaluechainsegmentsareseparatefromsupportingsegments.

Breadth:MedAlignment:LowDepth:LowCollaboration:LowRepetition:High

Breadth:LowAlignment:LowDepth:MedCollaboration:MedRepetition:High

Breadth:MedAlignment:HighDepth:LowCollaboration:HighRepetition:Low

Breadth:HighAlignment:MedDepth:LowCollaboration:MedRepetition:High

Criteriaforcomparisonofteampatterns:

• Breadth–ThiscriterionillustratesthelikelihoodthattheEnterpriseArchitectwillbeeffectiveatperformingabroadEAroleinthisteamstructure.Aratingof“low”indicatesthatanarchitectwilllikely“dowhattheyknow”andlittleelse.

• Alignment–Thiscriterionillustratesthelikelihoodthattheteamstructurewilldeliveronthepromiseofalignment.Ateamstructurerated“high”islikelytoempowerthearchitectstoguideprogramstowardstrategicalignment.

• Depth–Thiscriterionillustratesanemphasison“growingdeepskills”byplacingpeopletogetherwithsimilarskills.Theintentistoencouragecrosstrainingandskillsharingaswellasallowingpeopleto“balancetheload”withteammates.

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• Collaboration–Thiscriterionillustratesanemphasisoncollaborationandsoftskillssuchasnegotiationandpoliticalsavvy.Ateamstructurerated“high”willrequirethearchitecttonotonlyexcelatbeingcollaborative,butatguidingotherstobecollaborativeacross“traditional”barriersinabusiness.

• Repetition–Thiscriterionillustratesthelikelihoodthatanarchitectwhoproveseffectiveinaspecificrolewillhavetheopportunitytokeeprepeatingthatsuccess.Ateamstructurerated“low”willtestanarchitecttobehighlyflexibleandadaptable,becausetheskillsthatgotthemintoateammaynotbetheskillsneededtobesuccessfulinthatparticularsituation.

ImpactontheroleoftheEnterpriseArchitectThepatternsdescribedabovehaveasubstantialimpactonthewaythatEnterpriseArchitectureisperformedintheenterprise.Therefore,thesepatternshaveanimpactontherequiredmixofcapabilitiesneededtofilltherole.Someoftheseimpactsarediscussedintheremainderofthissection.Asnoted,thesefourpatternsarenotintendedtobeanexclusivelistofwaysinwhichanEnterpriseArchitecturefunctionisformedorengaged.Hybridsofthesepatternsoccurfrequently.

ProjectArchitects–AnEnterpriseArchitectassignedtoworkonaprojectisoftenseenasaseniormemberofadeliveryteam.Theywillbeexpectedtobedeeplyskilledinoneormoreofthearchitecturaldomainsaswellasknowledgeableaboutthedeliverylifecycleofprojects.WhilenotallenterprisearchitectsareITfocused,companiesthatassigntheirEAstoprojectteamsoftenfocustheirarchitectureeffortsonITconcernssuchasinformationmanagement,systemmodeling,andtechnologyselection.

ItisunusualtoseeabusinessarchitectassignedtoaprojectteamandEAsassignedinthismannerrarelydevelopbusinessarchitectureskills.Ifanorganizationorcompanyusesthisstructure,thefocusshouldbeonhiringarchitectsthathavedeeptechnicalarchitectureskillswithsomedepthinprojectmanagement.

DomainArchitects–AnEnterpriseArchitectworkinginadomainteamwilllikelycarrythemonikerofthatdomain:informationarchitect,orbusinessarchitect,etc.Domainarchitectsareexpectedtohavedeepskillsintheirarea,butmaynotberequiredtohaveanythingmorethancursoryskillsinotherdomains.Organizationsthatchoosethispatternoftendosobecausetheyhavetroublefindingqualifiedarchitectswithabreadthofskills.Unfortunately,thisteamstructure,whileeffectiveintheshortterm,doesnotencouragedomainarchitectstobuildskillsoutsidetheirownfocusarea.

StrategyArchitects–AnEnterpriseArchitectassignedtoacorporateordivisionalstrategyteamwillrequirebroadcollaborationskills,excellentcommunicationskillsandagreatdealofawarenessofhowleaderscanworkwellwithotherleadersintheenterprise.StrategyteamsmayreporttotheCTOorthesemaybenon-permanentassignments,althoughtheycanlastforoverayearatatimeinlargeorganizations.AnEnterpriseArchitectinthisrolemusthaveabroadrangeofskills,withseriousdepthinbusinessarchitecture,strategicalignment,andinnovative“outofthebox”thinking.

SegmentArchitects–AnEnterprisearchitectassignedtoasegmentisfocusedonaspecificsetofcapabilitiesfortheenterprise.Thisalignswiththenotionofcapabilitymodelingratherwell,butsomecompaniesapplythispatterntoassignanEnterpriseArchitecttoaspecificbusinessunitorfunctioninsteadofarelatedgroupofcapabilities.Eitherway,theEnterpriseArchitecthasanopportunitytoapplyabroadrangeofbusiness,technical,andleadership

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skills.Organizationsthatchoosethispatternoftenrequiretheirarchitectstohaveabackgroundinbusinessortechnicalconsulting.

BuildingtheEnterpriseArchitectureTeamThefirststepinbuildinganEnterpriseArchitectureteamisnottohirearchitects.Whilethatcanbeoneofthelongestdurationactivities,buildinganEnterpriseArchitectureprogramfromscratchcanbeaslowanddifficultprocesswithoutfirstestablishingkeysuccessfactorssuchasaclearcharter,CxOlevelsupport,andaclearcommunicationplan.AfulldiscussionofthechallengesofbuildinganEnterpriseArchitecturepracticeisoutsidethescopeofthispaper.However,someelementsspecifictothecareersofthearchitectsthemselvesarecoveredinthissection.

PositioningandClarityofRoleThefirststepinbuildinganEnterpriseArchitectureteamisselectingateamleader.Theteamleader,likeanygoodcoach,isresponsibleforpositioningthe“players”intheteamsotheycanmaximizetheirproductivityfortheteam.Topositionthearchitectswell,theroleoftheEnterpriseArchitectsshouldbefocusedaroundtherightsetofcompetencies(seeCompetencyDescriptionsabove).

AnEnterpriseArchitectisnotatechnicaldeveloperoranengineerandshouldnotbeassignedsystemorsolutiondesignresponsibilities.TheEnterpriseArchitectneedstoensurethattherightprinciplesareinplacetooptimizetheshort-termneedsofagiveninitiative(project)whilebalancingthelong-termconcernsinaccordancewiththearchitectureprinciplesandroadmapsfortheenterprise.WhiletheEnterpriseArchitect’sroleembodiesadualityofshort-andlong-termconcerns,itisrarelyatechnicallyfocusedone.

Tomakethiswork,thebalancebetweencompetingexpectationsmustbeclearlydescribedinanyHRrequisitionoroutsidesearcheffort.IftheEnterpriseArchitectcandidateisbroughtinanddirectedtofocusonshort-termtechnologyconcerns,withouttheabilitytopositivelyaffectthelong-termneedsand/ortheorganizationasawhole,thenboththearchitectandtheorganizationmaybeconstrained(aswellasanysolutionsthatareimplemented).Thatcanbea“lose-lose”proposition.

TheEnterpriseArchitectneedstohavetheability,andauthority,tocollaboratewithotherarchitectsasadedicatedteamoraspartofafederated(virtual)teamtoalignonarchitectureconcerns,principles,androadmapsefforts.TheEnterpriseArchitectneedssufficientautonomytoreachbeyondanysingleprojecttoanalyzeoneormoreportfoliosofprojectstomaximizethevalueofagiveninitiativefortheorganizationwhileminimizingrework.

InordertoprovideusefulguidanceonthejobdescriptionsforanEnterpriseArchitect,FEAPOhascreatedsampleJobDescriptionsforeachofthearchitecturerolesdiscussedinthisGuide,andmadethemavailableontheFEAPOwebsite,http://feapo.org.

AstheEnterpriseArchitectureteamisbuilt,keepingtheseaspectsofpositioningandclarityofroleinmindcanhelptoavoidexpensiveyetcommonhiringmistakes.

LocatingandRecruitingArchitectsHiringmanagersneedtheirrecruiterstobeaqualitycheckinthehiringprocess.Beforebeginningasearchforanarchitect,anexpertrecruiterwillensurethatthepositiondescribedisalignedtotheteamstructureinwhichthearchitectwillbedeployed(seeabove).Inaddition,therecruitercanhelpavoidsomecommonproblemsinthehiringprocess.

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Alltoooften,hiringmanagersarelookingforoverlyspecifictechnicalexperiencetomeetthechallengesofagiventechnicalposition,whileunder-emphasizingarchitecturalskillsandtalents.TherearealreadyskilledtechnologypositionsdefinedforindividualswhosupporttheITSoftwareDevelopmentLifecycle(Design,Build,Test,Implement,&Support).

Thearchitect’sjobistomakesurethatthedomain(s)withintheirpurviewsupportfuturestateobjectivesfortheenterprisewhilebalancingtheneedtodelivercontinuousvaluewithinthescopeofindividualprojects.Arecruitercanaddvaluebychallengingtheneedforoverlytechnicalrequirementsandfocusingontheabilitytobalancearchitecturalconcernsaswellascommunicationskills.

InterviewinganEnterpriseArchitectInterviewquestionsarecommonlyusedtoassesstechnicalcapabilitiesandbuildapictureforthedepthofexperienceagivencandidatecanbringtotheposition.However,therelianceonquestionstoevaluateanarchitecthaslimitationssincetherolerequiresmoreemphasisaroundvisualization,expansivethinking,andtheabilitytosocializeandsellthevalueofbalancingtheshort-termwiththelong-term(notattheexpenseofeither).

AsuccessfulEnterpriseArchitectneedstobringmoretothetablethansimplyensuringsolutionsarecompliant.Theyneedtohavethevisionandreachacrossotherprojects,architecturedisciplines,anddomainknowledgetocreateamoreholisticawarenessabouthowagivensolutionneedstobothfitandfunction.Anopen-endeddiscussionformatisveryhelpfulwhenexploringthesecapabilitieswithanarchitecturecandidate.

Inanopen-endeddiscussion,thefollowingpracticeshaveprovenuseful:

• Usescenariostoengagethecandidatetogaugetheirenvisioningprocessandhavethemwalkthroughtheirapproachforchallengingsituationswherethebusinessortechnicalareasarestrugglingtoalignoncommongroundforasolution.

• Askthecandidatetodiscusssomeofthechallengestheyhaveencounteredinothersituationsandhavethemwalkthroughtheirapproachforbringingasuccessfulsolutionforward.

• ShapingtheroadmapiswhereanEnterpriseArchitectcontributesthoughtleadershiponanenterpriselevel.Duringtheinterview,establishthatthecandidatecantaketheenterpriseview,andnotjustbringamyopicperspectivearoundtheirarchitecturediscipline.

Thediscussionformatshouldrevealthecandidate’ssoftskills,thinkingskills(includingcreativityandcriticalthinking,anddesignthinking),communication,negotiating,andcollaborationskills(whichinmanycasesprovemorevaluablethantheeasilymeasuredtechnicalskills).

Thereisaneedtoexplorethetechnicalskills,sincethearchitectneedstohaveasolidfoundationinmodelingandstandards,iffornootherreasonthantoensuresolutionsarecompliantwithregulationsandstandards.Thearchitectneedstohaveagrounding(handsonand/orsolidunderstanding)inrelevanttoolsandtechnologiesusedtosupporttheirdiscipline(business,information,application,ortechnologyarchitecture).

Note:Anenterprisearchitectissomeonewhohasacommandofallofthesedisciplinesandbringsapracticumofexperienceinoneormorearchitecturedisciplines.Typically,thisiswhereamorecommonsetofquestionscanbeusefulasastartingpointsincethesequestionscangofaranddeep.Technology-focusedquestionsshouldbecarefullyplannedoutwithspecificboundarypointstokeepthediscussionontrackandtoensurethecandidatehastherelevantexperiencetoprovideapositiveeffectonthecurrentportfolioofinitiativesandhelpshapetheroadmapforoneormorearchitecturedisciplines.

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SuggestedInterviewQuestionsBelowaresamplequestionsforenterprisearchitectstodifferentiatethemfromvariousdomainarchitectsandunqualifiedapplicants.Thequestionsthatareusedtoassessanarchitectcandidateshouldaddressthepositionandtheexperienceacrossmorethanonearchitecturediscipline.

EnterpriseArchitect• Whatbackgroundexperience,fromyourpastworkhistory,isrelevanttothispositionandwhydoes

itmakeyousuitableforthisposition?• Whatdoyouknowabouttheindustry(s)withinwhichourorganizationoperates?• Whatareourindustry’sregulationsandstandards?• Whatdoyouthinkarethetwobiggestproblemsfacingtheorganization?Howwouldyouresolve

them?• Whatdoyouseeasthebiggestissuestheindustrywillfaceinthefuture?

(notspecifictothedepartmentinterviewing,butthebusinessand/orindustryingeneral)• EnterpriseArchitectureisoneoftheapproachesthisorganizationusesasagovernancetool.Doyou

findthisapproachvaluable?Explain.• Howdoyoudefineenterprisearchitecture?• DescribethesameforProjectandProgramManagement.Isthereavalueorlackthereof?• DescribehowyouseePortfolioManagementbeingusedwithintheorganization.• Arethereotherframeworksand/ormethodscurrentlyusedwithintheorganizationthatyousee

havevalue?Explain.• Arethereotherswearenotusingthatwouldhelpimproveourprocesses?• Howwouldyouaddresstherequestforarchitectureworkandstakeholderconcerns?

(Thisquestioncouldbemodifiedtoeachspecificarchitecturerolebelow.)• Describehowyoudocumentbaseline,referenceandtargetarchitectures.Discusstheapproachyou

usedtohavetheseacceptedandimplementedwithintheenvironmenttheyweredesignedfor.

AnyofthequestionsbelowcouldbeaskedofaChiefEnterpriseArchitectasthispositionshouldhaveadeepunderstandingofallthearchitectureteamroleslisted.

BusinessArchitectAnyorallofthequestionsabovecouldbechangedslightlytobeaimedatthisspecificareaofEA,aswellasthequestionsbelow.

• Howdoyoudefinebusinessarchitecture?• Whichmethodsofthebusinessarchitectureecosystemareyouexperiencedwith?

Answers:capabilitymapping,valuestreammapping,informationmapping,organizationmapping,strategymapping,initiativemapping,productmapping,stakeholdermapping,etc.

• Whatbusinessarchitectureframeworksormethodologieshaveyouused?• Inwhichscenarioshaveyouappliedbusinessarchitecture(e.g.transformation,investment

planning,M&A,etc.)?Describethesituation,actions,andresults.• Howdoyoualignbusinessprocesseswithanalysisandrequirementsfortechnologyprojects?• Howdoesbusinessarchitecturerelatetotheoperatingmodelelementsofpeople,processand

technology?• Whatbusinessarchitecturemodelingandmappingtoolshaveyouused?Whatisthevalueofthese

toolstotheenterprisearchitecturediscipline?• Listsomeoftoday’scurrenttoolsandemergingtrendsyouwoulddeploy.

Answers:

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o KnowledgeofITrelateddisciplines:SoftwareDevelopmentLifeCycle(SDLC)includingabasicunderstandingofvariousSDLCparadigmssuchasagileandwaterfallandtheirappropriateusage.

o Knowledgeofbusinessapproaches:businessmodeling,strategymapping,capabilitymapping,valuemapping,informationmapping,organizationmapping,eventmapping,policymapping,productmappingandinitiativemapping.

• Describearecentprojectorengagementwhereyouusedtheframeworkofabusinesscapabilitymodeltohelpdeliverbusinessoutcomes.

InformationArchitectAnyorallofthequestionsabovecanbeusedaswellasthequestionsbelow.

• Howdoyoudefineinformationarchitecture?• Howwouldyoudevelopthetargetdataarchitecturethatenablesourbusinessarchitectureandthe

ITarchitecturevision?Answers:

o WorkingwithintheenterprisearchitecturalstandardsdevelopedbytheEnterpriseArchitect,developtheorganization’sdataarchitecturalstandardsandprinciples.

o Developanend-to-endvisionforthedataassets.Assistthearchitectureteamindocumentingtheorganization’sbaselinearchitectureandtargetarchitecture:includingmetadataassetssuchasdatadefinitions,dataclassification,dataretention,datamodelsanddataflowdiagrams.

• Whattoolsandtechniqueshaveyouused(orwouldyouuse)tomanageenterprisedataanddataarchitectureartifacts?Answers:

o Developeddatausability/qualityproposals,suchas,butnotlimitedto,datacleansingtools,datadictionaries,masterdatamanagement,dataintegrationanddatawarehouses.

o Deepunderstandingofdataarchitectureapproaches(e.g.,TOGAF),industrystandardsandbestpractices(e.g.,DMBOK).

o Strongtechnicalskillswithalldatatechnologies(e.g.,MasterDataManagement,EnterpriseDataWarehouses,OperationalDataStores,DatabaseManagementSystems,BusinessIntelligence).

o Practicalexperiencewith,andastrongunderstandingof,designapproachesforEnterpriseDataWarehouses.

o Expertdatamodelingskills(i.e.conceptual,logicalandphysicalmodeldesign,experiencewithOperationDataStores,EnterpriseDataWarehousesandDataMarts).

o Musthaveanenterpriseperspectivetodataandhowthedatadrivesbusinessvalue.o FamiliaritywithDataWarehouseTechnologies.o ExperiencewithETLconcepts,CognosandOBIEEtools.o ExperiencewithMasterDataManagementtools.

ApplicationArchitectAnyorallofthequestionsabovecanbeusedaswellasthequestionsbelow.

• Howdoyoudefineapplicationarchitecture?• Thispositionrequiresanabilitytoanalyzebroadenterprisebusinessrequirements,andtheability

totranslatethoserequirementsintothetargetapplicationsarchitecture.Provideanexampleofasituationyouperformedthisfunction?

• Whatprocesshaveyouusedandwouldyouuseinthisenvironmenttodocumentthebaselinearchitecturethatexiststoday?

• Howwouldyoudevelopapplicationsystemsgovernance

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Answers:o Workwiththeenterprisearchitectteamtodevelopapplicationsystemsownershipand

stewardshippolicies.o Developpoliciesandproceduresforapplicationsystemsarchitectureartifactsmanagement.o Performarchitecturereviewstoensurecompliancewitharchitecturestandardsand

adherencetoarchitecturalprinciples.o Recognizingandidentifyingpotentialareaswhereexistingpoliciesandproceduresrequire

change,orwherenewonesneedtobedeveloped.o WorkwiththeSecurityArchitecttodevelopapplicationsystemsecuritypoliciesand

strategies.

TechnologyArchitectAnyorallofthequestionsabovecanbeusedaswellasthequestionsbelow.

• Howdoyoudefinetechnologyarchitecture?• Thispositionmusthavetheabilitytocomprehendthefunctions,capabilitiesandimportanceofnew

ITsystemsmanagementtrendsandemergingtechnologies.DescribesomeofthesetrendsandemergingtechnologiesaffectingenterprisearchitecturetodayAnswer:

o Virtualization,cloudorsharedservices,convergedinfrastructure,mobilityenhancement(maybecalled“engineeredsystems”).

• Whattoolsandtechniqueswouldyoudeploytocreate,manage,anddeploytechnicalarchitectureartifacts?Answer:

o Includes,butnotlimitedto,physicalandlogicalarchitecturediagrams,deploymentdiagrams,sitetopologydiagrams,networkdiagrams…

• AsTechnologyArchitect,whatprocesswouldyouusetoachieveatargetarchitecturedefinedbytheITarchitectureteam?Answer:

o Achievethetargetapplicationsystemsarchitecturebyidentifyingcandidatearchitectureroadmapcomponentsbasedupongapsbetweenthebaselineandtargetarchitectures.

SecurityArchitectAnyorallofthequestionsabovecanbeusedaswellasthequestionsbelow.

• Howdoyoudefinesecurityarchitecture?• Thispositionrequiresanabilitytoanalyzeenterprisesecurityrequirements,andtheabilityto

translatethoserequirementsintotargetarchitectures.Provideanexampleofasituationwhereyouperformedthisfunction.

• Whatprocesshaveyouusedandwouldyouuseinthisenvironmenttodocumentthebaselinesecurityarchitecturethatexiststoday?

• Howwouldyoudevelopsecuritygovernance?

Answers:o WorkwiththeEnterpriseArchitectTeamtodevelopsecurityapplicationownershipand

stewardshippolicies.o Developpoliciesandproceduresforsecurityarchitectureartifactsmanagement.o Performarchitecturesecurityreviewstoensurecompliancewitharchitecturestandardsand

adherencetoarchitectureprinciples.

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o Recognizingandidentifyingpotentialriskareaswhereexistingpoliciesandproceduresrequirechange,orwherenewonesneedtobedeveloped.

o WorkwiththeApplicationArchitectandtheEnterpriseArchitecttodevelopapplicationsystemsecuritypolicies&strategies.

• Whattoolsandtechniqueswouldyouusetoevaluatethesecurityprofileofanorganization?

Answers:o ITSecurityVulnerabilityAssessmentandRiskAnalysiso PrivacyImpactAssessmento IdentityManagementServiceevaluationo IntrusionDetectionandPreventiontests

• Provideexamplesofwhereyouappliedthesetechniquesandthebusinessscenariosthatresultedintheevaluations.

• Listprivacyandsecuritylegislationthatisrelevanttoyourjurisdiction.

Answer:Canada:

o RegulationslikethePersonalInformationProtectionandElectronicDocumentsAct(PIPEDA),

o PersonalHealthInformationProtectionAct(PHIPA),o PaymentCardIndustry(PCI),o Anexampleoftheprovincialprivacylegislationinapplicableprovince(s).o ReviewtheSecuritycertificationsyouhaveobtainedandthevalueofeach.

USA:o ThePrivacyActof1974(5U.S.C.552a)o Clinger-CohenActof1996,(a.k.a.InformationTechnologyManagementReformAct)o ComputerFraudandAbuseActof1986o ComputerMatchingandPrivacyProtectionActof1988o E-GovernmentActof2002(E-GOV)o FederalInformationSecurityManagementAct(FISMA)of2002o PaperworkReductionAct(PRA)of1995o RehabilitationActof1998Section508o Sarbanes-OxleyActof2002o HealthInsurancePortabilityandAccountabilityActof1996(HIPAA)

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AppendixA–Listoftermsandacronymsactivity:activities,action,actions,task

apply:implement,implemented,realize,use,used,utilize,using

architecture:architectures,application-architecture,business-architecture,business-data-architecture,data-architecture,enterprise-architecture,enterprise-data-architecture,foundational-architecture,process-architecture,technology-architecture

boundary:boundaries,bounded,external,internal,scope,separate

business:businesses

collection:assembly,combination,set,subset

constraint:convention,limited,frame,rule,syntax

context:circumstance,environment,environmental-context,setting,surrounding,system-of-interest

create:creating,creation,created,establish,established,synthesis,synthesize

define:defines,ill-defined,well-defined

description:describe,descriptive,describing

design:pattern,structural-design,high-level-design

domain:domains,discipline,subject-areas

element:elements

enterprise:project,projects,undertaking/venture

function:functions,functional,cross-functional,functionality,functioning,serves

goal:goals,organization-goals

information

manage:managed,management,access-management,identify-management,master-data-management,risk-management,threat-management,vulnerability-management

methodology:method,methods,database,decomposition,functional-decomposition,how,means,procedures,prescribe-manner,technique,techniques,way,workflows

model:models,business-model,business-process-models,data-model,enterprise-data-model,modeling-type,predictive-models

objective:objectives

operation:operations,operate,operational,operating

organization:organizations,organizational,community,company,companies,department,division,group,reporting-structures,team

perform:performing,performance,performed,carry-out,conduct,execute,execution,do,does,did

process:processes,business-process,process-of-interest

product:products,construction,good,service,services

relationship:relationships,relationships-between,relationships-within,interrelationship,linkage

requirement:require,requires,requirements,data-requirements,demands,necessary,need,needs,needed

result:results,effect,end-result,outcome,output,solution,work-product

stakeholder:stakeholders,shareholder,shareholders,architect,architects,engineer,engineers,actor,builder,consumer,customer,end-user,human,manager,member,owner,party,people,person,planner,provider,roles,senior-management,sub-contractor,user,who

strategy:strategies,strategic

structure:structures,structured

system:systems,complex-systems,information-systems,organizational-system,process-systems

technology:technologies,technical,technological

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AppendixB–EACompetencyModelThefollowingtableoutlinesthespecificcompetenciesreferencedearlierinthisguide.

Ref CoreCompetencies DefinitionofCompetency AnalyticThinking AT-1 Creativethinking Thesuccessfulgenerationandproductiveconsiderationof

newideas;Applicationofnewideastoresolveexistingproblem;Willingnessofstakeholderstoacceptnewapproaches.

AT-2 CriticalThinking Disciplined,clearandrationalthinkingresultinginevidencebased,reasonablejudgments.Thisskillwillincludeinquisitivethinking.

AT-3 Problemsolving Theresolution(bothreactiveandproactive)ofproblemsthroughouttheinformationsystemlifecycle,includingclassification,prioritizationandinitiationofaction,documentationofrootcausesandimplementationofremediestopreventfutureincidents.

AT-4 Strategicthinking Thecapabilitytorecognizeandexploitbusinessopportunities(forexample,theInternet),toensuremoreefficientandeffectiveperformanceoforganizations,toexplorepossibilitiesfornewwaysofconductingbusinessandorganizationalprocesses,andtoestablishnewbusinesses.Includesdesignthinking.

AT-5 Systemsthinking Understandingofhowachangetoacomponentaffectsthesystemasawhole;Identificationofreinforcingandcompensatingfeedbackloops;Understandingofhowsystemsadapttopressuresandchanges.

Architecture AR-1 Design Thecreationofaplanorconventionfortheconstructionof

anobjectorasystemthatsatisfiesstatedbusinessobjectives.Thespecificationanddesignofinformationsystemstomeetdefinedbusinessneedsinanypublicorprivatecontext.Theidentificationofconceptsandtheirtranslationintoimplementabledesign.Thedesignorselectionofcomponents.Theretentionofcompatibilitywithenterpriseandsolutionarchitectures,andtheadherencetocorporatestandardsandpatternswithinconstraintsofcost,securityandsustainability.

AR-2 Informationanalysis Theinvestigation,evaluation,interpretationandclassificationofinformation,inordertodefineandclarifystructureswhichdescribetherelationshipsbetweenreal-worldentities.Suchstructuresfacilitatethedevelopmentofsoftwaresystems,linksbetweensystemsorretrievalactivities.

AR-3 Modeling Theproductionofabstractordistilledrepresentationsofsituationstoaidthecommunicationandunderstandingofexisting,conceptualorproposedscenarios.Predominantlyfocusedaroundtherepresentationofprocesses,roles,data,organizationandtime.Modelsmaybeusedtorepresentasubjectatvaryinglevelsofdetailanddecomposition.CentraltotheBusinessArchitecture,thisincludescapabilitymapping,valuestreammapping,informationmapping,organizationmapping.Advancedskillswouldincludeproduct

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mapping,stakeholdermapping,strategy,policyandinitiativemapping.

AR-4 Processimprovement Theidentificationofnewandalternativeapproachestoperformingactivities.Theanalysisofprocesses,includingrecognitionofthepotentialforautomationoftheprocesses,assessmentofthecostsandpotentialbenefitsofthenewapproachesconsidered.Whereappropriate,thisalsoincludesmanagementofchange,andassistancewithimplementationofchanges.Itmayincludetheimplementationofaprocessmanagementcapability/disciplineattheenterpriselevel.Theidentificationofnewandalternativeapproachestoperformingbusinessactivities.

AR-5 RoadMapDevelopment Thecreation,iteration,andmaintenanceofaguidingroadmapthatembodiesthekeyprinciples,methodsandmodelsthatdescribetheorganization’sfuturestate,andthatenableitsevolution.Thiscompetencytypicallyinvolvestheinterpretationofbusinessgoalsanddrivers;thetranslationofbusinessstrategyandobjectivesintoan“operatingmodel”;thestrategicassessmentofcurrentcapabilities;theidentificationofrequiredchangesincapabilities;andthedescriptionofinter-relationshipsbetweenpeople,organization,service,process,data,information,technologyandtheexternalenvironment.

AR-6 ScenarioBuilding Thearticulationofbusinessstoriesintheorderthatittakesplace,includingthesetting,backgroundandcontext,fromtheviewpointofthestakeholdersforthepurposeofhighlightingthebusinessdriversandtheinteractionswithasystemorgroupsofsystems.

AR-7 StandardsDevelopment Theformationoftheconstraints,valuesandguidingprinciplesnecessarytodefine,assureandgovernthebusinessactivities.

AR-8 SystemDevelopment Thedesign,creation,testinganddocumentingofnewandamendedprogramsfromsuppliedspecificationsinaccordancewithagreedstandards.Theprovisionofspecialistexpertisetofacilitateandexecutetheinstallationandmaintenanceofsystemsoftwaresuchasoperatingsystems,datamanagementproducts,officeautomationproductsandotherutilitysoftware.Theprovisionofadvice,assistanceandleadershipinimprovingthequalityofsoftwaredevelopment,byfocusingonprocessdefinition,management,repeatabilityandmeasurement.Thefacilitationofimprovementsbychangingapproachesandworkingpractices,typicallyusingrecognizedmodelssuchastheCapabilityMaturityModelIntegration(CMMI),theSoftwareProcessImprovementandCapabilitydeterminationModel(SPICE),TestProcessImprovement(TPI)andTestMaturityModel(TMM).

AR-9 Systemintegration Theincrementalandlogicalintegrationandtestingofcomponentsand/orsubsystemsandtheirinterfacesinordertocreateoperationalservices.

Communication

CO-1 Elicitation Abilitytounderstandandclearlyarticulatedifferentparticipants’perceptions,concernsandperspective.Usingarangeoftechniques,theparticipantsareinfluencedtobring

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forwardtheinformationthattheyhave.Thiscompetencealsorequiresthegatheringandsharingofinformationwiththeparticipants,emphasizingfactsandprovableinformation,highlightingareasofcommon“wisdom”andcommonperception.Beinginclusiveinsharingtheinformationinanon-threateningwaythatthatfurtherpromotesengagementandsharingofinformation.

CO-2 Facilitation Thecapabilitytoguideagrouptowardasharedgoalwithinexpectedtimeframes,maximizingfocusonthegoalandminimizinggroupefforttoreachthatgoal,includingtheabilitytoperformelicitationinagroupsetting,effectivelybringingforthinformationfromeachmemberofthegroup.Thiscompetencyalsoincludestheabilitytoeffectivelyprepareforandrunproductivemeetingsandworkshops.

CO-3 OralPresentation Cancommunicateeffectively,throughspeakingandpresentation,inavarietyofsituationstoensureunderstanding.

CO-4 WrittenCommunication Theabilitytocommunicateeffectively,throughwriting,inavarietyofsituationstoensureunderstandingofvariousstakeholders.Tovisualize,planandcreatepresentations.TheabilitytoeffectivelycreateanddocumentEAartifacts,processesandmethods.

Finance

FI-1 Budgeting Theoversightofprojects,andtheacquiringandutilizingthenecessaryresourcesandskills,withinagreedparametersofcost.

FI-2 CostBenefitAnalysis Asystematicapproachtoestimatingthestrengthsandweaknessesofalternativesthatsatisfytransactions,activitiesorfunctionalrequirementsforabusiness.Determination,monitoring,andreviewofprogramcosts,operationalbudgets,staffingrequirements,programresources,inter-dependenciesandprogramrisk.

InterpersonalSkills IS-1 Conflictresolution Preventing,managing,and/orresolvingconflict.

IS-2 EmotionalIntelligence Theabilityofanindividualtoreadandunderstandtheemotionsofothersandtointeractwithempathy.Italsoincludespossessionofawarenessofone’sownemotionsandbeingabletoself-regulatethoseemotions,todriveperformanceandsuccessfullynavigatesocialsituations.

IS-3 Influence Theprovisionofadviceandrecommendations,basedonexpertiseandexperience,toaddressclientneeds.MaydealwithonespecificaspectofITandthebusiness,orcanbewiderangingandaddressstrategicbusinessissues.Mayalsoincludesupportfortheimplementationofanyagreedsolutions.

IS-4 Integrity Personalaccountabilityandadedicationtoethics.

IS-5 Negotiation Ensuringthatparticipantsinadiscussioncorrectlyunderstandoneanother’spositionstoreachasatisfactoryagreement.

IS-6 Politicalsavvy Understandsorganizationalculture,structureandimpactonworkefforts.

IS-7 RelationshipBuilding Theabilitytodevelopworkingrelationshipswithawidevarietyofindividualsthroughoutanorganization.Beingable

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tonurturetheserelationshipstoaffectchange,provideaconduitforeffectivecommunication,andtofacilitatepositivecommunicationwithintheorganization.

Leadership LE-1 Cyber/InformationSecurity TheauthorizationandmonitoringofaccesstoITfacilitiesor

infrastructureinaccordancewithestablishedorganizationalpolicy.Includesinvestigationofunauthorizedaccess,compliancewithrelevantlegislationandtheperformanceofotheradministrativedutiesrelatingtosecuritymanagement.

LE-2 EmergingTechnologyMonitoring

Theidentificationofnewandemerginghardware,softwareandcommunicationtechnologiesandproducts,services,methodsandtechniquesandtheassessmentoftheirrelevanceandpotentialvalueasbusinessenablers,improvementsincost/performanceorsustainability.Thepromotionofemergingtechnologyawarenessamongstaffandbusinessmanagement

LE-3 EnterpriseChangeManagement Thedefinitionandmanagementoftheprocessfordeployingandintegratingnewcapabilitiesintothebusinessinawaythatissensitivetoandfullycompatiblewithbusinessoperations.Includesorganizationalchange,designandimplementationofanintegratedorganizationstructure,roleprofiles,culture,performancemeasurements,competenciesandskills,tofacilitatestrategiesforchangeandfortrainingtoenablethechange.Theidentificationofkeyattributesofthecultureandthekeyprinciplesandfactorsforaddressinglocationstrategy.

LE-4 InformationAssurance Theleadershipandoversightofinformationassurance,settinghighlevelstrategyandpolicy,toensurestakeholderconfidencethatrisktotheintegrityofinformationinstorageandtransitismanagedpragmatically,appropriatelyandinacost-effectivemanner.

LE-5 InspirationalDirection InspirationalDirectionisaboutenergizingandcreatingasenseofdirection,purpose,excitementandmomentumforchange.Itinvolvesenergizingindividualstostrivetowardsacompellingvisionofthefuturebyembracingandembodyingtheorganizationsvalues.Itincludesofferingclarityaroundgoalsandobjectivesandensuringcollaborativeworktowardsasharedpurpose.

LE-6 Policy/Governance Theestablishmentandoversightofanorganization’sapproachtotheuseofInformationandIT,includingacceptanceofresponsibilitiesinrespectofbothsupplyof,anddemandfor,IT;strategicplansforIT,whichsatisfytheneedsoftheorganization’sbusinessstrategy;ITacquisitionswithappropriatebalancebetweenbenefits,opportunities,costs,andrisks;provisionofITservices,levelsofserviceandservicequalitywhichmeetcurrentandfuturebusinessrequirements;policiesandpracticesforconformancewithmandatorylegislationandregulations,whichdemonstraterespectforthecurrentandevolvingneedsofallstakeholders.Thespecificationanddesignofengagementstrategies,motivationsandapproachesthatareneededforeffectiveuseofthesystemsbycollaboratingsystems.Thismayaffectuserdesignanduserexperience,ormayincludethemachine-to-machinelearningcapabilitiesforsmartdevices,e-procurementormessagingecosystems.

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LE-7 ProjectPortfolioManagement Thedevelopmentandapplicationofasystematicmanagementframeworktodefineanddeliveraportfolioofprograms,projectsandongoingservicesinsupportofspecificbusinessstrategiesandobjectives.Includestheimplementationofastrategicinvestmentappraisalanddecision-makingprocessbasedonaclearunderstandingofcost,risk,inter-dependencies,andimpactonexistingbusinessactivities,enablingmeasurementandobjectiveevaluationofpotentialchangesandthebenefitstoberealized.Theprioritizationofresourceutilizationandchangestobeimplemented.Theregularreviewofportfolios.

LE-8 StrategicPlanning Ensurethealignmentoftheproposedsolutiontotheoverallbusinessstrategies,andthatthearchitectureframeworkwillsupportthedesiredbusinessoutcomes

LE-9 SystemQualityAssurance Theapplicationoftechniquesformonitoringandimprovementofqualitytoanyaspectofafunctionorprocess.Theachievementofandmaintenanceofcomplianceto,nationalandinternationalstandards,asappropriate,andtointernalpolicies,includingthoserelatingtosustainabilityandsecurity.

LE-10 TechnologyGovernance Theestablishmentandoversightofanorganization’sapproachtotheuseofInformationandIT,includingacceptanceofresponsibilitiesinrespectofbothsupplyof,anddemandforIT;strategicplansforIT,whichsatisfytheneedsoftheorganization’sbusinessstrategy(which,inturn,takesintoaccountthecurrentandfuturecapabilitiesofIT);transparentdecisionmaking,leadingtovalidreasonsforITacquisitionswithappropriatebalancebetweenbenefits,opportunities,costs,andrisks;provisionofITservices,levelsofserviceandservicequalitywhichmeetcurrentandfuturebusinessrequirements;policiesandpracticesforconformancewithmandatorylegislationandregulations,whichdemonstraterespectforthecurrentandevolvingneedsofallstakeholders.

Management

MA-1 AssetPortfolioManagement Thiscompetencyincludesthatabilitytoeffectivelyleveragetheassetsofanorganization,tosupportthebusinessstrategiesandobjectives.Assetscanbephysicalorvirtual.Thiscompetencyincludestheimplementationofpropercontrolsandprecautionsforthemanagementandhandlingofeachasset.

MA-2 CoachingandMentoring Applyasystematicprocesstoimproveothers’abilitytosetgoals,takeaction,andmaximizestrengths.

MA-3 Decisionmaking Identifyingandunderstandingissues,problems,andopportunities;usingeffectiveapproachesinchoosingacourseofactionordevelopingappropriatesolutions;takingappropriateaction.

MA-4 IndustryRegulationandCompliance

Understandingoftheregulationsoftheindustrybeingoperatedunder,andwheretheseregulationshaveamaterialimpactontheenterpriseboundaries.ConstraintscausedbyregulationsandcompliancemustbeunderstoodespeciallyinheavilyregulatedindustriessuchasHealthcareandFinance.Thiscompetencyalsoincludestheevaluationandinclusion

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ofpolitical,legislative,economic,socialandtechnologicalfactorsintheformingofcorporateroadmapsandstrategies.

MA-5 InformationManagement Theoverallmanagementoftheuseofalltypesofinformation,structuredandunstructured,whetherproducedinternallyorexternally,tosupportdecision-makingandbusinessprocesses.Encompassesdevelopmentandpromotionofthestrategyandpoliciescoveringthedesignofinformationstructuresandtaxonomies,thesettingofpoliciesforthesourcingandmaintenanceofthedatacontent,andthedevelopmentofpolicies,procedures,workingpracticesandtrainingtopromotecompliancewithlegislationregulatingthemanagementofrecords,andallaspectsofholding,useanddisclosureofdata.

MA-6 LifeCycleManagement Themanagementoftheprocessesandactivitiesconcernedwiththeevolutionofasystem,product,serviceorprojectfromconceptiontoretirement.TheabilitytomanagethelifecycleprocessesiscriticaltosystemsengineeringandITServiceManagement.

MA-7 PerformanceManagement Theabilitytoidentifyappropriatemetricsandactivitiesforpeopleorteamsofpeople.Tobeabletodeliverperformanceofmanagedteamsandindividualsagainstthedefinedmeasuresandgoals.Tobeabletotiemeasuresandgoalsintotheoverallstrategicplanfortheorganization,sothatoperationalgoalsareinsupportofthebusinessstrategy.

MA-8 ProjectManagement Themanagementofprojects,typically(butnotexclusively)involvingthedevelopmentandimplementationofbusinessprocessestomeetidentifiedbusinessneeds,acquiringandutilizingthenecessaryresourcesandskills,withinagreedparametersofcost,timescales,andquality.

MA-9 RiskManagement Theplanningandimplementationoforganization-wideprocessesandproceduresforthemanagementofrisktothesuccessorintegrityofthebusiness,includingthosearisingfromtheuseofinformationtechnology,reductionornon-availabilityofenergysupplyorinappropriatedisposalofmaterials,hardwareordata.

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AppendixC–FurtherReadingEnterpriseArchitectsandothersseekingtobecomeenterprisearchitectsmaywanttoavailthemselvesofusefulreferencematerial.Thissectionisacompilationofbooksandreferencematerialsthattheauthorsofthispaperfoundusefulintheirowndevelopmentandwouldliketosharewiththegenerationtofollow.

UsefulBooksAmbler,Scott(1998).ProcessPatterns:BuildingLarge-ScaleSystemsUsingObjectTechnology.CambridgeUniversityPress/SIGSBooks.

Cook,Melissa(1996).BuildingEnterpriseInformationArchitectures:ReengineeringInformationSystems.PrenticeHall.

Date,C.J.(2003).AnIntroductiontoDatabaseSystems.8thed.Pearson.

Davenport,ThomasH.,ed.(2012).EnterpriseAnalytics:OptimizePerformance,Process,andDecisionsThroughBigData.PearsonEducation.

Evans,SharonC.(2010).ZoomFactorfortheEnterpriseArchitect:HowtoFocusandAccelerateYourCareer.FirefliMedia.

Franz,PeterandMathiasKirchmer(2013).Value-DrivenBusinessProcessManagement:TheValue-SwitchforLastingCompetitiveAdvantage.McGraw-HillEducation.

Gamma,Erichetal.(1994).DesignPatterns:ElementsofReusableObject-OrientedSoftware.Addison-Wesley.

Goffee,RobandGarethJones(2009).Clever:LeadingYourSmartest,MostCreativePeople.HBRPress.

Harada,Takehiko(2015).ManagementLessonsfromTaiichiOhno:WhatEveryLeaderCanLearnfromtheManwhoInventedtheToyotaProductionSystem.McGraw-HillEducation.

Have,Steventenetal.(2002).KeyManagementModels.FinancialTimes/PrenticeHall.

Hofmeister,Christine,RobertL.Nord,andDilipSoni(2000).AppliedSoftwareArchitecture.Addison-Wesley.

Kowalkowski,Frank,GilLaware,andWilliamUlrich(2015).BusinessandDynamicChange:TheArrivalofBusinessArchitecture.FutureStrategiesInc.

Liker,Jeffrey(2004).TheToyotaWay:14ManagementPrinciplesfromtheWorld’sGreatestManufacturer.McGraw-HillEducation.

Lirov,Yuval(1997).MissionCriticalSystemsManagement.PrenticeHall.

Maxwell,JohnC.andStephenR.Covey(2007).The21IrrefutableLawsofLeadership:FollowThemandPeopleWillFollowYou.2nded.ThomasNelson.

Modell,MartinE.(1988).AProfessional’sGuidetoSystemsAnalysis.McGraw-Hill.

Murphy,JamesD.(2003).FlawlessExecution:UsetheTechniquesandSystemsofAmerica’sFighterPilotstoPerformatYourPeakandWintheBattlesoftheBusinessWorld.HarperBusiness.

O’Rouke,Carol,NealFishman,andWarrenSelkow(2003).EnterpriseArchitectureUsingtheZachmanFramework.CourseTechnology.

Osterwalder,AlexandYvesPigneur(2009).Businessmodelgeneration.(self-published).

Osterwalder,Alexetal.(2014).ValuePropositionDesign:HowtoCreateProductsandServicesCustomersWant.Wiley.

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Palmes,PaulC.(2009).ProcessDrivenComprehensiveAuditing:ANewWaytoConductISO9001:2008InternalAudits.2nded.ASQQualityPress.

Patterson,Kerryetal.(2002).CrucialConversations:ToolsforTalkingWhenStakesAreHigh.2nded.McGraw-Hill.

Patterson,Kerryetal.(2013).CrucialAccountability:ToolsforResolvingViolatedExpectations,BrokenCommitments,andBadBehavior.2nded.McGraw-HillEducation.

Porter,MichaelE.(1998).CompetitiveStrategy:TechniquesforAnalyzingIndustriesandCompetitors.FreePress.

Ross,J.W.,Weill,P.,&Robertson,D.(2006).Enterprisearchitectureasstrategy:Creatingafoundationforbusinessexecution.Boston,MA:HarvardBusinessReviewPress.

Sinek,Simon(2011).StartwithWhy.Portfolio.

Soin,S.Singh(2013).WinningWithOperationalExcellence.lulu.com.

Tiwana,Amrit(2000).TheEssentialGuidetoKnowledgeManagement:E-BusinessandCRMApplications.PrenticeHall.

UlrichandMcWhorter(2011).BusinessArchitecture:TheArtandPracticeofBusinessTransformation.MKPress.

Whelan,JonathanandGrahamMeaden(2012).BusinessArchitecture:APracticalGuide.Gower.

Wijegunaratne,InjiandGeorgeFernandez(1998).DistributedApplicationsEngineering:BuildingNewApplicationsandManagingLegacyApplicationswithDistributedTechnologies.Springer.

UsefulReferenceWorks(StandardsandBodiesofKnowledge)BusinessArchitectureGuild(2015).AGuidetotheBusinessArchitectureBodyofKnowledge™(BIZBOK®Guide),4.5.http://www.businessarchitectureguild.org/.

BKCASE.TheGuidetotheSystemsEngineeringBodyofKnowledge(SEBoK®),http://www.sebokwiki.org.

DAMAInternational(2013).DAMAGuidetotheDataManagementBodyofKnowledge(DAMA-DMBOK),version2.http://www.dama.org/.

IEEEComputerSociety(2014),TheGuidetotheSoftwareEngineeringBodyofKnowledge(SWEBOK),V3.0http://www.computer.org/web/swebok/.

ISO/IEC/IEEE42010:2011,Systemsandsoftwareengineering—Architecturedescription.

ISO15704:2000,Industrialautomationsystems—Requirementsforenterprise-referencearchitecturesandmethodologies.

TheOpenGroup(2011).TOGAF®9.1.http://www.opengroup.org/togaf/.

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AppendixD–OrganizationsinvolvedwithEnterpriseArchitectureWhenattemptingtorecruitanEnterpriseArchitect,thefirstchallengeissimplytofindthem.Whenstartingasearch,arecruitermaywanttoleveragesomeoftheorganizationswherearchitectstendtoparticipate(notjustcongregate).Theseorganizationsandsitesoftenhavepublishedinformationandarticlesfrommembers.Theyoftenprovideand/orwelcomepostsofopportunitiesfortheirmembers.

Hereisastartingpointforasearch,brokenoutbytherespectivedisciplines:

Role ExampleDomain-relatedOrganizations ExampleCross-domainorganizationsandNationalorganizations

EnterpriseArchitect

• FederationofEAProfessionalOrganizations(FEAPO)

• AssociationofEnterpriseArchitects(AEA)

• InstituteforEADevelopment• InternationalAssociationofSoftware

Architects(IASA)• NetherlandsArchitectureForum• BCSEnterpriseArchitectureSpecialist

Group• CenterfortheAdvancementofthe

EnterpriseArchitectureProfession(CAEAP)

• IEEEComputerSociety• InternationalCouncilonSystems

Engineering(INCOSE)• BritishComputerSociety(BCS)• AustralianComputerSociety(ACS)• CanadianInformationProcessing

Society(CIPS)• TheGlobalITCommunity

Association• InstituteofInformationTechnology

ProfessionalsNewZealand• TheInternationalFederationfor

InformationProcessing–InternationalProfessionalPracticePartnership(IFIPIP3)

• TheNationalAssociationofStateChiefInformationOfficers

• AssociationforComputingMachinery(ACM)

BusinessArchitecture

• BusinessArchitectureGuild• BusinessArchitectureSociety• ObjectManagementGroup–

BusinessArchitectureSpecialInterestGroup(BASIG)

• InternationalInstituteofBusinessAnalysis(IIBA)

InformationandDataArchitects

• DataManagementAssociation(DAMA)

• AssociationforEnterpriseInformation

• InformationArchitectureInstitute• AssociationforInformationScience&

Technology(ASIS&T)• DataGovernanceInstitute(DGI)• IBMDataGovernanceCouncil

ApplicationArchitecture

• SoftwareEngineeringInstitute(SEI)• SocietyforInformationManagement• SOAInstitute

TechnologyArchitecture

• TheNetworkProfessionalAssociation• AssociationofITProfessionals(AITP)

SecurityArchitecture

• InformationSystemsAuditandControlAssociation(ISACA)

• InternationalInformationSystemSecurityCertificationConsortium(ISC)2

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Duringthecollectionoftheabovelist,FEAPOmembersalsosuggestedsomeprofessionalorganizationsthatarerelevanttoEnterpriseArchitectureskillsandcapabilitieswithoutbeingfocusedonEnterpriseArchitectureasafieldorprofession.Somerelevantorganizationsarelistedbelow.

Examplerelatedprofessionalorganizations• BusinessRelationshipManagementInstitute• ProjectManagementInstitute• InternationalProjectManagementAssociation• SocietyforHRManagement• AssociationforStrategicPlanning• AssociationofChangeManagementProfessionals

FindinganEnterpriseArchitectureconsultantcanbeadifferentproblemaltogether.Whilethisisnottypicallyaproblemthathumanresourceshastocopewith,itisrelevanttocareerpathsfortworeasons.First,manycompanieslearnaboutnewcapabilitiesthroughengagingwithskilledpeoplefromconsultingorganizations.Secondly,thebestemployeesmaybesourcedfromcompaniesthatalreadydothework.

Themarketplaceofthesecompanieschangesquickly.Ratherthanlistspecificvendors,andriskcreatingadocumentthatactsasadvertisingforvariouscompanies,FEAPOprovidesthefollowinglistofsearchtermsthatmaybeusefultolocateconsultingcompaniesandorganizationswhereconsultantscanbefound.

ExamplesearchtermstofindconsultingcompaniesBusiness Application Information Technology Security“alignment”“businessvaluedelivery”“businesscapability”

“SOAconsulting”“systemsdevelopment”

“datagovernance”“informationmodeling”“datastrategy”

“cloudtechnologies”“systemmanagement”

“securityassurance”“intrusiondetection”

Inadditiontolocatingconsultingcompaniesthatcanassistwithspecificdomainactivities,thereisoftenaneedtolocatecompaniesthatcanhelpanorganizationbuildtheenterprisearchitectureprogramorspecificarchitecturalcapabilities.Tofindthesecompanies,FEAPOmemberssuggestusingthefollowingsearchterms.

People Process Governance Architecturesupport

Security

“architectureassessment”“assessingarchitects”

“architecturematurity”“architecturemodel”“architectureframework”“capabilitymaturity”“architecturevalue”“architecturereuse”

“architecturegovernancemodels”“enterprisegovernance”“architecturemetrics”

“artifactmanager”“artifactlibrarian”“architecturemethods”“architecturestandards”

“architectureassurance”“architectureaudit”

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“referencearchitecture”

“architectmentor”