Define an EA Operating Model
Realize the benefits of EA by balancing the need for controls with the desire for business
engagement.
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ANALYST PERSPECTIVE
Structure the enterprise architecture (EA) function with the value
proposition in mind.
Architecture groups often start practicing EA
based on the path of least resistance, which often
results in an inability to deliver on a set of
promises of value.
EA groups need to create an operating model that
positions them to best deliver on those promises of
value while embedding the architectural activities
in the broader enterprise.
Gopi Bheemavarapu,
Director, CIO Advisory
Info-Tech Research Group
Info-Tech Research Group
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Our understanding of the problem
This Research is
Is Designed For:
This Research Will Help You:
 CIO
 Head of enterprise architecture
 Enterprise architects
 Domain architects – business, data,
 Operationalize the EA practice and ensure that
application, infrastructure, and security
the group is best positioned to deliver the
value identified in the EA strategy.
 Integrate EA activities into the broader
organizational ecosystem to maximize value.
 Develop an architectural framework tailored to
your organizational needs.
 Right-size architecture governance that is
aligned to organizational goals.
This Research Will Also
Assist:
Assist:
This Research Will Help You:
Them:
 Head of PMO
 Solution architects
 IT application owners
 Business process owners
 Outline their roles and understand the
expectations within the larger EA function.
 Establish how the EA group will interact with
the rest of the organization.
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Executive summary
Situation
• Organizations have invested significant resources into EA programs that
•
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promise decreased costs, reduced complexity, or increased agility.
To achieve the promised benefits, EA serves as a centralized decisionmaking entity, with a holistic perspective of the organization.
EA tends to rely heavily on frameworks such as TOGAF and Zachman.
Complication
• EA makes enterprise-affecting decisions in isolation as a result of an
•
•
inability to effectively engage organizational stakeholders.
Even after deciding what services to provide, EA groups lack a rightsized methodology to complete the necessary activities.
An overreliance on frameworks makes it more difficult for EA to adapt
and be flexible to organizational changes.
Get your EA program strategy right before
making operational process changes. The
benefits of an EA program are only
realized when the various operating model
components enable the goals and
objectives of the program.
• Create a balance between governance
and motivational aspects when
addressing structure and stakeholder
relations.
• Beginning the project based on a
framework is a good starting point, but it
must be tailored to your organizational
context.
Resolution
•
•
•
•
•
EA program placement and structure matters. Ensure that it is best positioned to deliver enterprise value.
Create an engagement model to seamlessly integrate or embed EA activities into organizational processes.
Adopt a governance approach that encourages collaboration without being overly intrusive.
Configure an architecture development framework that works best for your organization while adapting the best practices
and industry frameworks.
Increase your chances of success by creating a practical operational plan.
Info-Tech Research Group
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Business strategy first, EA strategy second, and EA operating
model third
Business
Strategy
EA
Strategy
“Why does our
enterprise exist in
the market?”
“What does EA need
to be and do to
support the
enterprise’s ability to
meet its goals? What
is EA’s value
proposition?”
EA
Operating
Model
“How does EA need
to operate on a daily
basis to deliver the
value proposition?”
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Key challenges that organizations face in improving EA
maturity
An effective EA operating model addresses these common challenges and unlocks the full potential of EA.
Percentage of organizations that report said element as an issue.
Formal Process
Organization Structure
Performance Measurement
7%
18%
24%
Staff Competence
40%
Strategic Alignment
40%
Source: Burns, 2009
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Both business and EA operating models seek to address how
the entities achieve their set goals
EA Operating Model
“How do we position our EA function?”
Business Operating Model
“How do we compete?”
“How do we add value?”
“How do we interact?”
“How do we organize and staff EA?”
“How do we interact with the
organization?”
“How do we ensure awareness of and
adherence to architectural standards?”
“How do we deliver EA services?”
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Elements of an EA operating model
EA Function Design
• Placement of the EA function relative to the rest of the organization.
• Roles and responsibilities needed to deliver EA services.
• The staff to fill those roles and their needed competencies.
EA Engagement Model
• Integration of EA processes into existing organizational processes.
• Identify and define stakeholder interactions.
Architectural Governance
• Assess current governing bodies and identify points for architecture
governance (architecture review boards).
• Define EA policy and the architectural review process.
Architectural Development
Framework
• Tailor an architecture development process to your organizational context.
• Analyze and select a minimum-viable set of architectural views that guide
decision making.
Operational Plan
• Draft a communication plan to engage with stakeholders.
• Create a change management plan to efficiently operationalize the EA
operating model.
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An insurance company created an operating model to kickstart a successful EA function
CASE STUDY
Industry
Insurance
Source
Info-Tech
Situation
Life Inc., a major insurance company in North America, was looking
to overhaul its business processes and modernize IT assets. The
CIO gave the mandate to a senior IT leader (Head of EA) to set up
an EA program and lead the transformation effort.
The EA operating model covers the following
components:
EA organization structure
Complication
The organization had two previous failed attempts at starting an EA
program because the guidance provided was top-down heavy and
did not take into consideration practicalities. As a result, there was
skepticism over the merit of the initiative. Furthermore, the previous
attempts were mostly focused on technology transformation and
were missing the business perspective. The organization did not
have the internal skillsets to start a business-focused EA program.
EA engagement model
EA governance
Architecture development
framework
Resolution
Info-Tech worked with the organization to build an EA operating
model that included business architecture and provided a platform to
engage both business and technology stakeholders. Skill gaps were
identified and talent was recruited to plan the business
transformation. Since the operating model was built to be well
grounded and tailored to the organization, the engagement levels
were high, which resulted in a successful transformation.
Operational plan
Legend
Component falls into the scope of the case study
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Metrics will help you connect changes to the operating model
to business outcomes
Business
Performance
• Increase the number of EA-enabled innovations that led to common shared solutions by
X in the fiscal year.
• Increase the number of business processes (or business capabilities) that utilize EAenabled services in the fiscal year.
IT Performance
• Increase the percentage of enterprise strategic goals and requirements supported by IT
strategic goals by X percent in the fiscal year.
• Raise the satisfaction levels of business and IT executives with IT-related costs and
capabilities by X percent.
Reduced Risk
• Improve the rate of timely publishing for new regulations that are reliant on EA services.
• Decrease the number of overdue regulatory filings that are reliant on EA services by X.
Customer
• Decrease the average customer wait time when receiving replies on EA services by X
(could be call wait time or in-person wait time).
• Decrease the average handling time and average wrap-up time for EA service requests
by X (could apply to customer service time or sales cycle time).
Metrics adapted from COBIT 5: A Business Framework for the Governance and Management of Enterprise IT
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Additional operational metrics will help you track the changes
to individual operating model elements
Governance
• Decrease the number of exceptions to architecture standards and baselines applications
by X percent in the next three years.
• Number of identified gaps in models across architectural domains.
Process
• Increase the dollar value of project benefits realized that can be traced back to EA
involvement.
• Increase satisfaction with architecture program by X percent.
Organizational
Structure
• Number of people trained in the EA methodology and tool set.
• Percent of staff whose architecture skills are sufficient for the competencies required for
their role.
Metrics adapted from COBIT 5: A Business Framework for the Governance and Management of Enterprise IT
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