1. Define an EA Operating Model
Realize the benefits of EA by balancing the need for controls with the desire for business engagement.

2. 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

3. Our understanding of the problem
CIO
Head of enterprise architecture
Enterprise architects
Domain architects – business, data, application, infrastructure, and security
Operationalize the EA practice and ensure that 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.
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.

4. Executive summary
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.
Organizations have invested significant resources into EA programs that promise decreased costs, reduced complexity, or increased agility.
To achieve the promised benefits, EA serves as a centralized decision-making entity, with a holistic perspective of the organization.
EA tends to rely heavily on frameworks such as TOGAF and Zachman.
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 right-sized methodology to complete the necessary activities.
An overreliance on frameworks makes it more difficult for EA to adapt and be flexible to organizational changes.
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.

5. “Why does our enterprise exist in the market?”
Business strategy first, EA strategy second, and EA operating model third
Business Strategy
EA Strategy
EA Operating Model
“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?”
“How does EA need to operate on a daily basis to deliver the value proposition?”

6. 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.
Source: Burns, 2009

7. Business Operating Model
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?”
“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?”
Business Operating Model
“How do we compete?”
“How do we add value?”
“How do we interact?”

8. 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.

9. The EA operating model covers the following components:
An insurance company created an operating model to kick-start a successful EA function
CASE STUDY
Industry
Source
Insurance
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.
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.
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.
The EA operating model covers the following components:
EA organization structure
EA engagement model
EA governance
Architecture development framework
Operational plan
Legend
Component falls into the scope of the case study

10. 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 EA-enabled 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

11. 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

12. Use these icons to help direct you as you navigate this research
Use these icons to help guide you through each step of the blueprint and direct you to content related to the recommended activities.
This icon denotes a slide where a supporting Info-Tech tool or template will help you perform the activity or step associated with the slide. Refer to the supporting tool or template to get the best results and proceed to the next step of the project.
This icon denotes a slide with an associated activity. The activity can be performed either as part of your project or with the support of Info-Tech team members, who will come onsite to facilitate a workshop for your organization.

13. Info-Tech offers various levels of support to best suit your needs
Guided Implementation
“Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.”
DIY Toolkit
“Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.”
Workshop
“We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.”
Consulting
“Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.”
Diagnostics and consistent frameworks used throughout all four options

14. Define an EA operating model – project overview
EA Function Design
EA Engagement Model
EA Governance
Architecture Development Framework
Operational Plan
Best-Practice Toolkit
1.1 EA organization structure.
1.2 EA staff competency management model.
1.3 Job descriptions.
2.1 EA engagement model.
2.2 Stakeholder interaction model.
3.1 Architectural review process.
3.2 Architectural board charters.
3.3 EA policy.
4.1 Architecture development process.
4.2 Architecture views taxonomy.
5.1 Execution roadmap.
5.2 Communication plan.
Guided Implementations
Define EA organization structure and create an EA staff competency management model.
Define EA engagement points and stakeholder interactions.
Establish an architectural review process, a board, and policies.
Tailor an architecture development framework based on industry best practices.
Find resources at your disposal to deal with change and finalize the operational model.
Onsite Workshop
Module 1:
EA Function Design
Module 2:
EA Engagement Model
Module 3:
EA Governance
Module 4:
Architecture Development Framework
Module 5:
Operational Plan
Phase 1 Results:
EA organization structure.
Phase 2 Results:
IT management process with right-sized EA engagement.
Phase 3 Results:
EA governance framework.
Phase 4 Results:
Architectural development process and views taxonomy.
Phase 5 Results:
Execution and communication plan.

15. Architecture Development Framework
Workshop overview
Contact your account representative or for more information.
Workshop Day 1
Workshop Day 2
Workshop Day 3
Workshop Day 4
Workshop Day 5
Activities
EA Function Design
1.1 Review business and EA strategy.
1.2 Identify implications for the EA operating model.
1.3 Determine EA placement.
1.4 Define EA roles and responsibilities.
1.5 Define required competencies.
EA Engagement Model
2.1 Review existing management processes.
2.2 Define EA engagement points.
2.3 Identify stakeholders and define interactions.
EA Governance
3.1 Review existing business, IT, and EA governance approach.
3.2 Define an architectural review process.
3.3 Establish architectural review boards.
3.4 Create architectural policies.
Architecture Development Framework
4.1 Tailor an architecture development framework based on industry best practices.
4.2 Select a minimum-viable set of architectural views.
Operational Plan
5.1 Create a summarized execution roadmap.
5.2 Confirm key stakeholders.
5.3 Identify the messages to be delivered to the identified stakeholders.
5.4 Create a practical communication plan.
Deliverables
EA organization structure
Job descriptions
EA staff competency management model
EA engagement model
Stakeholder interaction model
Architectural review process
Architectural board charters
EA policy
Tailored architectural development framework
Execution roadmap
Communication plan