The Government of Canada has established enterprise architecture practice as a government-wide culture. This has been achieved through a series of incremental changes to management practice over the past two decades. The result is a management approach that has strong enterprise architecture underpinnings. In this talk, we will explore the initiatives that have created this culture and explore the impact on both governance, management, and the practice of enterprise architecture in the Government of Canada. Key Takeaways: Not all enterprise architecture practice is done by enterprise architects Effective enterprise architecture practice is done, not talked about Enterprise architects must be bridge builders. Originally presented at the Open Group Philadelphia conference July 15.

1. Building a Enterprise
Architecture Culture -
Government of Canada Case
Study
We believe complex problems can be solved

2. About the
Government of Canada
Constitutional Monarchy (Westminster style of
government)
Separation between politics and public service
Departments are legally independent. Accountability rests
with responsible minister
Central Agencies provide support to Cabinet
Privy Council Office
Treasury Board Secretariat
Comptroller General
Office of the Chief Human Resource Officer
Finance 15-Jul-2013www.conexiam.com

3. The Timeline
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Network Consolidation
Platform
Standardization
Enterprise Systems
80’s and 90’s
Y2K
Inventor
y
1998-
2000
GOL
Client
Interface
Standardizatio
n2000-2004
Business
Transformatio
n
Strategic
Business
Architecture
2004-2008
TREASURY
BOARD
ASSUMES
MANAGEMENT
BOARD ROLE
PLANNING, REPORTING,
AND ACCOUNTABILITY
STRUCTURE POLICY
RESULTS
FOR
CANADIANS
MANAGEMENT
ACCOUNTABILITY
FRAMEWORK
BUSINESS
TRANSFORMATION
ENABLEMENT
PROGRAM
POLICY
RENEWAL
BENEFITS
REALIZATION
POLICY ON
MANAGEMENT
RESOURCES &
RESULTS
STRUCTURE
POLICY ON
EVALUATION
1998
2003
2004
2005
2006
2008
2009
1994
Management
Commitment
Principles
FEDERATED
ARCHITECTURE
PROGRAM
2003
Governance Institutionalization

4. The Management
Commitment
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Comptroller
Management
Board
1994 Treasury Board changed to a management
board
• In response to a serious budget crisis
• Control evolution of the enterprise

5. Establishing Principles
Results for Canadians: A Management Framework
for the Government of Canada
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(Transparency
for)
Results
Responsible
Spending
(Public Service)
Values
Citizen Focus

6. Government Online
and
Federated Architecture
Program
Government Online was motivated by citizen focus
management focus
Federated Architecture Program put in place to guide
direction
Cross-government architecture governance instituted
Architecture Domain Teams (Security, Network, Application,
Platform)
Senior level cross-government review board Architecture
Review Board
Secure Channel – network, user authentication, and
essential middleware 15-Jul-2013www.conexiam.com
1999

7. Government Online
and
Federated Architecture
Program
Three stage (tier) roadmap
Tier 1 involved establishing a strong federal presence on
the Internet by 31 December 2000
Tier 2 would deliver secure, interactive electronic services
by 2005
Tier 3 would provide for leading-edge pilot projects to
validate new technologies or to support interjurisdictional
service offerings
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8. Business Transformation
Enablement Program
(BTEP)Key weakness of FAP – lack of business architecture
Key features of BTEP – Avoid the Vision Trap
Demand driven business design
Service orientation
Focus on value
Engagement driven
Key Challenge – sponsored from Chief Information officer
Branch
Seniors Portal / Public Safety Interoperability Strategy / IM
Program Design / IT Security Strategy / Grants and
Contributions Action Plan
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2004

9. (Administrative) Policy
Renewal
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Policy Framework
Policy
Directive Standard Guideline Tools
Foundation Framework
ContextRationale
PrinciplesAccountability
Direction Support

10. Policy Framework
Formal statement that provides context and broad
guidance with respect to policy themes or clusters. Also
provides the supporting structure within which specific
Treasury Board policies and other instruments can be
understood in strategic terms. Explains why Treasury
Board sets policy in particular area.
Usual Audience: Deputy Heads
Application: Architectural
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11. Management Resources and
Results Structure
(Program Alignment
Architecture)
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Strategic
Outcomes
Programs
Sub-Programs
Sub-Sub-Programs
Functional
Decomposition
Financial
Delegation
Structure
Expected
Results
Resources Objectives

12. Management Resources and
Results Structure
(Program Alignment
Architecture)
15-Jul-2013www.conexiam.com
Strategic
Outcomes
Programs
Sub-Programs
Sub-Sub-Programs
Functional
Decomposition
Financial
Delegation
Structure
Expected
Results
Resources Objectives
Governance
Cabinet Approves Structure
Parliament Approves Roadmap (Report on Plans and
Priorities)

13. Management
Accountability Framework
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Governance
& Strategic
Direction
Public Service Values
Citizen-
Focused
Service
People
Policy and
Programs
AccountabilityStewardship
Risk
Management
Learning, Innovation, Change Management
Results and
Performance
10 Areas of
Management
Management
Performance
Measured
Annually
Intensifying
Objectives

14. Whole of Government Framework
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15. Practices Encouraged by
Policy and the MAF
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Program
Evaluatio
n
Integrated
Business
Planning
Service
Standards
IT
Strategic
Investmen
t Planning
Project
Gating and
Benefits
Realization
Use of
Shared
Services
IT Service
Management

16. Shared Services Canada
Infrastructure
ConsolidationEstablished in FY 2012-13
First Steps:
Move People
Move Assets
Priorities:
Data center consolidation
Email
Platform as a Service
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17. Status
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General Management Capabilities
most departments have a senior executive responsible for EA
Foundational Architect Capabilities
pockets of maturity – most capability low maturity
Architecture at
Strategy Level
embedded in
management
practice
Architecture at
Program
Level
BTEP
Pockets of
Excellence
Architecture at
Project Level
Benefits
Realization
Focus
Pockets of
Excellence
Architecture
for 3rd Party
Contractors
Shared
Services
??????

18. What Can We Learn?
Not all enterprise architecture practice is done by
enterprise architects.
Effective enterprise architecture practices is done, not
talked about.
Capability development is not a straight line
There will always be more work to be done
Establishing an EA culture takes patience
Governance is key
Enterprise architects must be bridge builders
Performance Management works as a way of building
architecture culture
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19. Complex
business
Complex
problems
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