Building a foundation for the Enterprise Architecture Profession.

1. ENTERPRISE ARCHITECTURE
A STRATEGIC DIFFERENTIATOR
Contact Information:
Mark Lane, President
Director@caeap.org

2. MANAGING THE ENTERPRISE | A CEO’S DAUNTING TASK EA | IN ACTION
Through professional experience,
Defining a strategy and setting it in motion can be one of the most defining
personal observation, and
moments of a leader. Whether you sit comfortably as the industry leader or you judgment, EA advises on
investments, opportunities, and
find yourself in a competitive chase, an investment decision or implementation risks:
gone wrong can derail even the most cohesive strategy. Managing the
ORGANIZATIONAL CONTEXT
complexities of the enterprise can be quite daunting for CEOs. Impacting the formal structure,
work management practices,
human resource policies,
What happens when my strategies are not clear and leadership, and culture
enduring?
CORPORATE VISION
Where are we going and how do I make sure we get Mapping and alignment with the
mission, objectives, goals, tactics,
there in an operational and fiscally responsible way?
and strategies
What happens when my operating model is not flexible
VALUE CHAINS
enough to enable work to get done across the Strengthening alliances,
organization? capabilities, services, and
processes by determining the
What happens when my leaders are not equipped with return on technology investments.
the necessary tools, training, and technologies to help
PLAN
them be successful?
Rationalizing roadmap
investments with respect to
What happens when my operating structure is not capabilities, resources, and
aligned with both strategy and business model? competencies
M ARKETPLACE
Recognizing internal and external
competitive forces that determine
the product/service offerings and
SOLUTION: their relationship
Leverage enterprise architecture as a strategic differentiator and enabler
LANGUAGE
of stable transformation. Defining the glossary,
taxonomies, concepts, patterns,
and references used to frame the
organization

3. DIFFERENTIATOR | ENTERPRISE ARCHITECTURE EA | CAPABILITIES
Enterprise architecture (EA) enables the design and implementation of the
BUSINESS ALIGNMENT
structures that link an organization’s strategy with its execution. This vital link Enables alignment with
business strategic intent.
captures the organizational strategy as blueprints that include enough guidance
and detail for the various parts of the organization to execute while facilitating TECHNOLOGY VISION
Clearly defines & communicates
collaboration and innovation. Enterprise Architects use specialized practices to strategic direction for technology
determine where the company is today, scenarios for where it will be tomorrow,
TRANSFORMATION
and they provide roadmaps that lead from one stage in the journey to the next: Ensures technology lifecycle is
managed according to future
state architecture
Long -Term: Where are we going? ARCHITECTURE GOVERNANCE
Actively facilitates and governs
The Enterprise Architect (as a strategist) provides long term stability to ensure change for the enterprise
strategies are clear:
 Creating the operating model and transformation plans RISK MANAGEMENT
 Developing strategic technology plan Defines, communicates and
mitigates technology and
Near-Term: How will we make sure we stay on track? architecture risks in a timely
manner
The Enterprise Architect (as a tactician) facilitates near-term efficiency by
INVESTMENT OVERSIGHT
ensuring the operating model is flexible:
Capitalizes opportunities to
 Increasing executive awareness of technical and operational issues
maximize value of asset
 Managing technical risk associated with new and updated technology portfolio through innovation and
 Determining measures for performance and responsiveness rationalization
Continuum: How do we get there in the most efficient and effective manner - ARCHITECTURE M ANAGEMENT
without damage? Establishes, sustains,
communicates and actively
The Enterprise Architect, (fully empowered) manages the architecture and pursues EA concerns to achieve
governance through operational excellence and risk mitigation its objectives
 Structuring governance, at the enterprise level
 Ensuring that technical solutions align with fiduciary responsibilities INTEGRATION
Uses standardized interfaces,
interoperation, information and
connectivity practices

4. EA | INFRASTRUCTURE
EMPOWER | YOUR ENTERPRISE ARCHITECTS
Code of Ethics
The Code is widely respected and
How do Enterprise Architects lead a strategy of improving business adopted; the profession has
mechanisms to discipline violators.
results?
Professional Development
Answer: By formalizing the enterprise's architecture, driving structural Recognized career paths for
Enterprise Architects exist;
innovations, and overseeing investments in change! The Enterprise Architect nationally recognized education and
training guidelines and curricula are
serves as a point of differentiation and contributes to your executive team by in place.
ensuring that the organization and the operation strategies are clear and in Accreditation
Consistent certification in enterprise
alignment; assuring that the operating model is flexible enough for work to be architecture; nationally recognized
certification standards provide
done across the organization. consistency in certification of
Enterprise Architects.
Body of Knowledge
An acknowledged body of
professional knowledge exists, and
is widely used; the body of
knowledge is regularly reviewed
and updated.
Industry Governance
Effective governance frameworks
are established across the industry.
Professional Education
Curricula exist and reflect best
practices; nationally accepted
model curricula exist; model
curricula are regularly reviewed and
revised.
Skills Development
Skills development mechanisms are
in place and widely used (such as
apprenticeships or architect-in-
training programs).
Branding
A sustained professional
institutional branding program
exists; the branding program
translates into positive public and
employer perceptions.
Public Outreach
The professional institution provides
day-to-day communication with the
general public.

5. EA | DUTIES
ENTERPRISE ARCHITECTS | AT WORK FOR YOU
STRATEGIC
Describes vision, principles, desired
outcome, & roadmap for developing,
documenting, maintaining, and using
Enterprise Architects are in the best position Organizations that use Enterprise the enterprise architecture
to understand the impact of technological Architects reduce the risk of lost revenue
ENTERPRISE MODELS
change from a cultural, process, and business and lost productivity when they make new Produces models and other artifacts
viewpoint. investments or add new vendors. to describe / represent the enterprise
and its components
ENTERPRISE ALIGNMENT
The simple hierarchical structures that
Develops transition and sequencing
defined the last 50 years of business have plans based on the as-is and to-be
architectures
given way to a mixture of complex
horizontal and vertical structures, in PERFORMANCE MEASURES
Establishes and executes a
today's competitive market. Organizations performance management / metrics
are constantly being challenged as they try program to measure its success
to integrate these structures with the ENTERPRISE GOVERNANCE
added complexities of communication and Inform processes and structures
implemented to direct, manage, and
infrastructure to execute strategy. monitor the enterprise’s activities in
pursuit of its objectives
An Enterprise Architect visualizes these
impacts over time, and helps the organization Knowing how to address the intersection of FIDUCIARY PARTICIPATION
Performs architecture analyses to
retain its competitiveness in the industry. these concerns requires specialized identify cost-benefits, performance
knowledge and experience that cannot be issues & technology risk
From opportunities to investments, from learned from working in line positions. INFLUENCE
exploration to integration, the Enterprise Influences, and is influenced by, the
enterprise’s business and investment
Architect has unique training, acumen, and To not have an Enterprise Architect at the planning processes
experience to guide a company through its table is to risk ruin or losing competitive
LEADERSHIP
next evolutionary steps. positioning. Senior executives support, promote,
and apply EA as a method to
manage the business and the
changes in that business
LEARNING
Embraces continuous learning and
knowledge acquisition

6. CAEAP | PROGRAMS
The Center for the Advancement of the Enterprise Architecture Profession ENTERPRISE ARCHITECTURE
PROFESSIONAL PRACTICE GUIDE
(CAEAP), as an advocacy body, works to establish the trust between the
(EA-PPG):
profession of enterprise architecture and the public it serves. It is an obligation Serves as the leading business
document for Enterprise Architects
and duty for CAEAP to build this trust through a standardized contract and set
of expectations for enterprise architecture.
MENTORING FOR THE ENTERPRISE
ARCHITECTURE PROFESSIONAL
(MEAP):
The trust is enabled through oaths, principles, engagement practices, and An international EA coaching and
mentoring service that connects
methods for determining consistency of the profession. For this to be a contract practitioners with expert advisors
dedicated to helping practitioners form
with the public there cannot be barriers to entry for participation. Membership and grow their practices
fees, technical qualifications, or organizational membership cannot bar anyone
from volunteering their time to advocacy. Furthermore, there can be no hidden LEADERSHIP IN THE ENTERPRISE
ARCHITECTURE PROFESSION
or profit-driven agendas as these would serve to interfere with and potentially (LEAP):
sever any well-earned covenant of trust. A leading-edge development
opportunity designed for executives
challenged with optimizing the
performance and success of their
organization
CAEAP…
EA ACCREDITATION PROGRAM
 Promotes the professional status of Enterprise Architects (EAAP):
Provide excellence in the enterprise
architecture profession by setting
 Works to ensure the legitimacy of the profession by distinguishing it standards for EA education, training
from other professions and certifications
ENTERPRISE ARCHITECTURE
 Represents the public face of the profession REGISTRY PROGRAM
(EARP):
 Is charged with maintaining a consistent view towards the public, the A registry that provides recognition to
an individual or an EA team that has
enterprises we provide value to, and the members met the basic requirements for a
of our own profession. profession

7. EA PROFESSION | PRINCIPLES
Serve Society Today
Enterprises, governments, and
individuals have immediate and
pressing need for the duties and advice
CAEAP is the leading advocacy group for of the EA Profession.
the enterprise architecture profession,
working on behalf of the many Adapt for Tomorrow
professionals on a global scale. Society's needs are diverse and
continually evolving; the EA Profession
responds to, reflects, and anticipates
Our goal is to guide the industry to a self- these changes in tomorrows' needs.
governed status of maturity by 2015 -
moving from organized, to qualified, to Establish and Uphold Ethical and
self-governed which includes a measured Professional Standards
Integrity is the bedrock on which trust
level of maturity in three very distinct and respect are built; the integrity of
broad areas: the EA Profession is measured by the
soundness of its professional practices.
 Standards of practice
Architect for adaptability. Develop an Empirical Body of
Enterprise Architects design structures that help Knowledge
 Professional learning A recognized, empirically derived body
organizations embrace change. They bridge
of knowledge forms the basis for EA
the strategic, operational, and technical aspects
 Industry governance practices, and ensures that members
of embracing and exploiting change. of the profession have a common
understanding of these practices.
GOALS: Architect for sustainable value. Demonstrate Self-Regulation
Enterprise Architects create holistic enterprise Professional autonomy is earned
 Clarify in the public eye as to what a architectures that enable the enterprise to through the strict enforcement of
deliver sustainable value to both the enterprise ethical and professional standards;
professional Enterprise Architect establishment of accreditation models,
and the public. They recognize responsibility to certification requirements, and
contributes multiple stakeholders and seek balance among professional registries; and through
potentially conflicting demands. clear and compelling leadership.
 Ensure the public’s trust in EA as a Require Impartiality
Advance the EA Profession. Bias in judgment or action, whether for
profession Enterprise Architects recognize that advancing monetary, political or personal gain
only a limited personal agenda while ignoring a destroys integrity and trust; therefore it
cannot be tolerated by the EA
 Assure the public they’re dealing with broader professional scope ultimately limits his Profession.
or her potential for growth and contribution.
competent EA professionals Promote Fair and Open Competition
Above all, act with integrity and discretion. Respect for the Profession, mutual
respect amongst practitioners of the
 Sustainability of the profession Enterprise Architects know that trust is the Profession, and respect for the
foundation of his or her success. Integrity and principles of freedom and equality
 Brand recognition for the profession discretion are hallmarks of a trust relationship. necessitate reward on the basis of
merit earned through honest effort and
Together, they are the basis for EA Practice. delivered value.
 Support professional autonomy

8. Consider joining CAEAP. When you
become a member of the CAEAP
leadership team, you not only have
access to talented industry peers, who
share your values, and commitment to
corporate excellence but you become
part of the solution.
CAEAP was founded in December of
2008 by Mark Lane and Mark
Goetsch. As of the first quarter of
Contact us at:
2010, CAEAP has over 1,500
Director@caeap.org
members comprised of Enterprise
Architects, Chief Enterprise Architects,
and business executives across four
continents.
As a member of CAEAP, you will be recognized and acknowledged by
colleagues and professional leaders with whom you work.
Serving as a member can be a tremendous learning opportunity - assuming a
leadership role requires one to develop a broader scope.
The best way to “give back to the profession” is to author articles and
presentations, or to join one of the association’s existing work streams to
exchange ideas, expertise, and best practices.
At CAEAP, you will have access to peers with similar professional backgrounds
and resources, such as our peer-reviewed journal, books, conferences, and
seminars.
Of course, all of the above can help advance your career – sharing knowledge,
accelerated learning about EA, greater visibility, networking and relationships.