How do CIOs View Enterprise Architecture Today?
Steve Else, Ph.D, TOGAF, ArchiMate, SAFe
Enterprise Architecture Expert @ EA Principals, Inc. (EAPrincipals.com) and @ Enterprise Architecture Professional Journal (EAPJ.org) | Transformation Analyses, Strategies, and Blueprints
I'm doing an article on how CIOs view Enterprise Architecture (EA) today. Personally, I find there is still a lot of interest in EA from my work training distinguished architects globally in EA, including in TOGAF and Enterprise & Solution Architecture. But most of the time, I'm training motivated individuals (rather than large teams with executive sponsorship) who want to differentiate themselves from other "Just IT" folks.
From a CIOs perspective these days:
What would make for an ideal EA team?
What would the expectations be if the case were to be made to set up or enhance/further formalize an EA program (e.g., how soon would a CIO be expecting to see the ROI for an EA investment) and what would he/she be expecting as priorities?
What kind of skills would CIOs be looking for in a Chief Enterprise Architect?
I have other questions along these lines, but wanted to start with this initial "ping". Thanks.
Helping Organizations force multiply their EA function, and Architects grow their careers | Chief Architect | Author | Board Chair | TOGAF Certified Enterprise Architect
8 å¹´Interesting questions, Steve. I agree with Gerben's viewpoint, but would add some comments on implemention from recent experience. I have been involved in bootstrapping and maturing an EA capability for a large organization over the last three years. In the beginning, while our report chain was up to the CIO, we did not get alot of attention. (The CIO was also firmly anchored in operations.) Our strategy to extend organizational influence of our EA practice has been: - Tailor and anchor our deliverables in the PMO's project model - Pragmatically build out our modelling by delivering value in project 'silos' - Communicate small wins out through the PMO and up to C-level This strategy, along with some key changes in the C-suite, has resulted in the new CEO, through our CIO, issuing an honest-to-goodness "Request for Architecture Work" for some real transformative initiatives. -And the work has been approved with resources allocated! /Kevin
Scientist behind Software for Mod, Sim and Vis using Converged HPC / AI
8 å¹´Like many, I feel that the role of the EA has been overly focused on IT. Yes, information flow is a meta-level "about" the behavior of the enterprise structure, viewed from the myriad contexts - economic, financial, socio-societal, cultural, legal, political, etc. - in which the enterprise functions. But EA deals with the structures of the enterprise, not merely the structure of the information flows and technologies. In other words, EA is (or should be) an advisory function of interest to all C-level and board-level stakeholders.
(Occasionally Trusted) Advisor on IT and related areas
8 å¹´From my perspective, you choose your chief architect as you would choose your chief legal counsel: the person who will give you the wisest advise and strategy regarding the transformations of your complex landscape in its turbulent surroundings. As a CEO you might indeed have some experience with legal, but when the really difficult stuff needs to be handled, you want a good legal counsel at your side. So it is with your chief architect. From that perspective: do you measure your chief legal counsel on the basis of ROI? And the team needs to have the skills to support that role, depending on what way you want to do EA.