Open Group presenation that takes a hands-on look at the challenges of starting an EA practice and real life tips and tricks necessary for maintaining critical stakeholder support. To be successful, an EA practice must employ a strong framework and processes, but there are often on the ground realities required to keep stakeholders informed and supportive of the EA directive.

1. The Key to a Successful EA Practice
Russ Gibfried
Enterprise Architect, CareFusion
Presented at the Open Group Conference, San Francisco 2012

2.  EA Challenges
◦ EA Industry Trends
◦ Improving the EA Message
 Best Practices
◦ EA Charter
◦ Architecture Principles
◦ Communication Plan
 Q&A

3.  Session Objectives
◦ Techniques to gain stakeholder buy-in during EA
practice start up.
◦ How to utilize the EA Charter and Architecture
Principles to provide stakeholder guidance.
◦ Communication strategies for retaining and
managing stakeholder support.
 My Takeaway
◦ Gain information and hands-on methods to manage
EA Stakeholders to improve EA success.

4. Delivering Business Strategic Value Drives EA Demand
Distinct EA Practice
22%
95%
55%
EA engaged with
Business Although EA
62% adoption trends
increasing
40%
66% dramatically, a
large percentage
IT Focused EA 12% will not meet
4%
4% 1% Stakeholder
2011 2020 expectations.
(Estimated)
The Future of EA in 2020; EA Is Integral to Strategic Planning, published by Gartner, 4 November 2011
How the Future of Corporate IT Impacts Skills, CIO Executive Board, 8 November 2011
Hype Cycle for Enterprise Architecture 2011, Gartner, 26 July 2011

5. 1. New Leadership Team
2. “All Hands on Deck”
3. Roles and Responsibilities not clearly defined
4. Overly IT Focused - Lack Business Knowledge
5. Communication Gaps
 Executive leadership
 Technical leads
6. Ivory Tower
7. Governance Police
8. EA Self Focus

6.  Clear line of sight linking business objectives
to expected outcomes.
 Demonstrate balance between short-term
value and long-term visioning.

7. EA
Scope
COMMUNICATION
PLAN
Decision
ARCHITECTURE Guidance
PRINCIPLES
Value
EA CHARTER
 EA Charter: Define Scope, Roles and Responsibilities.
 Architecture Principles: Decision Framework.
 Communication Plan: Action Plan for Communications.
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8. • Define EA Charter
• Identify Stakeholders and
confirm commitments
• Establish Architecture
Principles
• Identify Stakeholders
(Stakeholder Map)
• Communications Plan

9.  Business Objectives
◦ Review Organizational Context.
◦ Confirm Business Operating Model.
 EA Scope and Priorities
◦ Define ‘Architecture Footprint’.
 EA Team and Method
◦ Define EA Team and Roles.
 Governance and Support Framework.
◦ Set up governance and business
support process through ADM.
 Sponsor/Stakeholder Commitment!

10.  Core set of values, rules and
best practices that influence a
range of considerations relevant
to business strategies.
 Framework to make decisions.
 Evaluation criteria guiding
investments.
 Drive the definition of future state
architectures.

11.  Improve the Value Proposition - IT is expensive!
 IT budgets are not increasing dramatically.
 Firms using a principles-based strategy
generated higher returns on IT investments.
 Optimizes Core Capabilities - IT is pervasive!
 A lot of IT spend is not in IT budget.
 New technologies available as rapidly as current
assets decay.
 Focus on core capabilities to build a global,
extensible and scalable IT model.
Source: IT Governance , Copyright 2008 Jeanne W. Ross and Peter Weill

12. Build - Customized Reuse - Out Of The Box
What do you want? Will this work?
REQUIREMENTS
& DESIGN
APPROACH
TYPICAL • Starts with the presumption • Presumption that 80% of
BEHAVIOR of customization requirements already met.
• Significant time spent • No time spent overcoming
building current state group freeze and common
process flows. vocabulary
• Blank white boards cause the • Time spent focusing on the true
group freeze and/or “nice to gaps (< 20%).
have wish list” piling on • Prevents “nice to have wish list”
requirement creep
OUTCOME • Difficult “up hill” climb to • Easy “down hill” movement,
achieve any benefit from when required, to gain benefit
leveraging OOTB from customization
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13.  Audience Analysis
◦ Identify target audiences and classify
their motivations, preferences, needs
and expectations. (RACI Chart)
 Message Strategy
◦ Define specific messages that need to
be developed for each target
audience.
 Communications Plan
◦ Capture action plan for
communicating with each target
audience.

14. Event Audience(s) Description of Owner Feedback
Date Event
Target Target Describe the Responsible Identify how
Date or audience or communications for Message communications
Event group event, objective and feedback
and expected will be solicited.
outcome.
1/25/2012 Stakeholder Confirm Roadmap EA Reoccurring
Activities Monthly
1-1 Meeting
2/1/2012 Core Team Status update EA Reoccurring
(Consulted) Upcoming Weekly
milestones Meeting/Web
Group topics Conference
Action Items

15.  EA is not a spectator sport!
◦ Gain executive buy-in early.
◦ Demonstrate EA value with quick-win
projects.
◦ Continually focus on business goals and
long-term strategic vision and.
 Don’t let EA be left out!