2. Changes to EA responsibilities and ownership. Enterprise architecture programs typically start out as subject matter experts for technologies. With a new, higher-value mission, some existing EA responsibilities may fit poorly -- for example, EA teams that have focused most of their resources on technology components may find themselves with insufficient time to build business-oriented future-state architectures and road maps. Continuing with these existing responsibilities brings two challenges: they take resources and attention away from the new EA mission, and they leave stakeholders confused about the EA charter and value proposition. Examine these out-of-scope responsibilities to see if they can be delegated with oversight to extended team resources, rather than EA ownership deliverable.
3. How architecture governance will be performed. Most organizations have some degree of architecture governance, which may simply be a review of the use of technical standards by IT projects. Business-focused EA programs will need a different approach to governance -- being involved before projects are approved and being enablers of business strategy, not mere protectors of IT standards. Key questions include authority and escalation, how to characterize and capture technical debt, how to handle compromises, and scope of architecture governance.
Alex Cullen is a Vice President and Research Director at Forrester Research, serving Enterprise Architecture professionals.