1. 2014 Workshop and Plenary Sandra Hoskins, I.S.P, ITCP, PMP, MBA CIPS – Canada’s IT Professional Organization IIBA – International Institute of Business Analysis FEAPO - Secretariat

2. 2014 Workshop and Plenary Process Determine next steps Validate initial roles Decisions Create a list of roles that we agree to use today Recommend / approve further exploration Goal: To validate the roles proposed based on collaborative work prior to and including the June summit

3. 2014 Workshop and Plenary Role – Who Does What must focus on skills must be applicable across a broad section of an industry or organization must be flexible to address to forward focus of an EA career path Responsibility – Who Decides What addresses the critical decision points where an EA will be able to contribute to the success of the organization aligned on the organizational processes and decision making practices and protocol facilitates collaboration and decision-making f

4. 2014 Workshop and Plenary Accountability – Owning the outcome of the decisions the critical component to the role and responsibility definitions is the level of accountability that must be assumed by any professional that in the role of an Enterprise Architect Authority what level of authority do you expect that the EA to have? at a minimum, they must be able to make the recommendations for decisions that affect business success

5. 2014 Workshop and Plenary Should the EA have a representative at the Executive Table? If there should be, is the right role the Chief Enterprise Architecture Office? Is this a role that is recommended but not able to be implemented? Similar to a Chief Projects Officer: where the person would have positive impact but is the potential contribution is under valued Includes the Board of Directors CEOCFOCOOCPOCEAODataSecurityInfrastructureOtherCTOCLOCQO

6. 2014 Workshop and Plenary Can we communicate the business value of having a seat at the table? Can we communicate the technical value of being aligned with the strategic direction of the organization? What is the impact of adding an Enterprise Architecture perspective to the organization? Is there a risk to moving the senior EA role outside IS? Is there a risk to keeping the EA role inside IS?

7. 2014 Workshop and Plenary CEAO Enterprise Infrastructure Business Process Management Security (Physical and Solution) Data Management Solution Architecture QualityTechnology

8. 2014 Workshop and Plenary  What level of expertise is implied by “general”?  Business (incl. Business Process Management?)  Security (Physical and Solution)  Data Management  Solution Architecture (incl Integration?)  Quality?  Enterprise Infrastructure (how is this different from Technology?)

9. 2014 Workshop and Plenary What functions should be considered part of the EA role? What level of expertise is implied by “general”? Business (incl. Business Process Management?) Security (Physical and Solution) Data Management Solution Architecture (incl Integration?) Quality? Enterprise Infrastructure (how is this different from Technology?) What other functions would you add to the list?

10. 2014 Workshop and Plenary Entry-level (0 – 3 Years Experience) Intermediate (3 – 8 years Experience) Senior (> than 8 years experience)

11. 2014 Workshop and Plenary How many levels should there be? Is Senior, Intermediate and Entry level appropriate? Can we align years of experience across competencies to determine where the experience matches the role? Should the levels be determined by job function? How do we provide an integrated role definition that includes the enterprise the technology the people How do we make generic levels that can be applicable across a broad mix of industries?

12. 2014 Workshop and Plenary Define the roles of EA professionals in the organization Define the skills description for each of the roles Align the roles on the competency models Adjust the roles and / or competencies where necessary