The Enterprise Architecture as Strategy textbook describes the importance of establishing a “foundation for execution”(FFE) to improve the effectiveness of an organization’s core capabilities. Three key interrelated elements that are essential to fully developing the FFE are 1) defining the organization’s operating model, 2) utilizing an enterprise architecture approach, and 3) establishing an IT engagement model.
Choose one of these elements, and assume that this element is poorly addressed by an organization that is attempting to establish an FFE. Identify the adverse effects the poorly addressed element would have on each of the other two elements.
The Enterprise Architecture as Strategy textbook provides a definition of enterprise architecture that includes the words “standardization” and “integration” as key aspects of the requirements that drive EA.
Assuming a company wants to transform itself such that all of its divisions (currently operating in the “replication” model) operate in a “unification” model. What would you need to know about how information and processes are currently used to determine if more emphasis is needed on integration, standardization, or both? What do you think the most obvious changes you would need to see in the target, top-level core EA diagram (as compared to the current state)? Be specific.
The reading material refers to the use of maturity models to evaluate several different elements (i.e., the ACMM EA elements, which can be found online and in the TOGAF Standard) as a way to indicate what level of maturity has been attained by an organization.
Identify two of the evaluation “elements” that you believe would be among the most key indicators of a company’s ability to successfully take on a complex multi-organization EA program. Explain why you believe each of the two elements you chose is among the most important indicators.
The Enterprise Architecture as Strategy textbook describes four stages of architecture maturity that should guide the evolution of EA in an organization toward the “optimized core” phase and beyond.
Most of this journey involves a gradual reduction in local flexibility regarding decisions related to business processes (and local control over applications/data). However, advancing beyond a certain point of standardization can actually allow local organizations to regain a higher degree of flexibility and application customization capability while still making use of a common, optimized company core. Explain how this is possible, and describe what architecture factors are most important in reaching a point where greater business modularity could be permitted, and which could even be seen as leading to more strategic value.
Based on your involvement in this graduate course on Enterprise Architecture, you have been asked to make a business case at a Fortune 500 company (pick any one) as to why the company should establish a formal EA Center of Excellence or even an EA Program. The background is that the company has been very successful year after year without such an EA focus. However, some senior IT directors believe that it is time to implement an EA focus/program.
Help the company make the case by listing and explaining four benefits of an EA capability that would be meaningful to the company (you can pick the sector and company … or pretend your own company is that company, but you must present this as an initiative that would have impact across the whole enterprise).