1. EA Workflows 1 Establish EA Program 2 Select EA Framework 3
EA Modelling 4
EA Change Mgt Plan Execution
Recruit EA Chief Architect
Review & select a EA Standard
Current EA Modelling
Integrate EA compliance in
Establish EA Governance Rules
Maybe Customise if needed
Future EA Scenarios Modelling
Integrate EA compliance in decision Making
Integrate EA Governance in ICT Mgt Arrangements
Review & select EA Software Tools
Select & refine future EA scenario
Update EA Program Components
Develop EA change mgt plan
Every key step is supported by meetings with stakeholders, and meeting timelines and scope are specified in comms plan.
The comms plan contain information about:
Who to communicate and engage with – which senior executives, middle managers, project managers, business managers and users, EA project team, etc.
When to communicate and engage with who, monthly, weekly, quarterly for certain groups
What contents are in the communications – is it EA timeline and progress, variance reporting, etc
How to communicate – via meetings, s, project portals, video conferencing, etc
Prepare
Stakeholder
Communications
Plan

2. TOGAF EA Methodology
Source:

3. EXAMPLE: Use of TOGAF Methodology for Risk & Security Segment
(source:
EXAMPLE: Use of TOGAF Methodology for Risk & Security Segment

4. Example of TOGAF Modelling Components
Source:

5. Cataloguing the EA artefacts
Source:

6. BUT No methodology defined
Zachman Framework
BUT No methodology defined
Identifies & classifies what are the EA artefacts/components & their taxonomy structure
Source:

7. PROCESS Outputs Inputs
So what is in EA Work?
Methodology
How to do
Based on
EA Framework
How to organise
Steps involved are
PROCESS
Involved
Outputs
Inputs

8. Think Through Aspects of EA Program Management
1) Which parts of the organisation are you implementing EA?
If all good
If part – understand the EA limitations
4) What methods/techniques to use to document and model requirements and design artefacts?
3) What how to organise & format documentation?
2) EA Governance – checking EA compliance & risks mgt – is it centralised or decentralised?
5) What software tools to use for modelling & documentation?
7) When to update?
6) Where to store & how to access?

9. Scene 3 Meeting Discussion Highlights 2 Critical Success Factors
EA Team
Given the mandate to develop 2 segments of DMC’s EA.
First deliverable: business case & EA Dev project plan
Produced
Meeting Discussion Highlights
2 Critical Success Factors
Inclusive stakeholder involvement
Agreed EA Methodology
DMC EA Plan: Financial & Production Segments Report
Elaborate the EA Approach / Methodology proposed in report
EA Development timeline
EA modelling steps involved
Planning & decision making information specs, including preferred documents’ formats
Selection of EA modelling techniques & tools
EA scenarios – Current & Several Future views
Agreement of planning assumptions
Evaluation of Kate/Jim’s systems and retrofit in EA scenarios
Explanation of how the EA methodology’s framework to structure DMC EA and guide its various EA modelling/ documentation activities
Scene 3
Meeting Outcomes: Agreed EA Methodology & EA Documentation Framework
Next Meeting Goals: Understand how the 2 outcomes are used to document the current & future models of Jim + Kate’s business units/departments

10. DMC EA Plan: Financial & Production Segments Report
EA Team
Given the mandate to develop 2 segments of DMC’s EA.
First deliverable: business case & EA dev project plan
Produced
Inferred Business Case Contents
Chosen Jim/Kate’s areas as the 2 EA segments because they cover several lines of business (LoB)
Analyse DMC’s strategic goals, business activities & technology capabilities
Specified the 2 areas’ business and ICT requirements
DMC EA Plan: Financial & Production Segments Report
Inferred Methodology Contents
EA Development timeline
EA modelling steps involved
Planning & decision making information specs, including preferred documents’ formats
Selection of EA modelling techniques & tools
EA scenarios – Current & Several Future views
Agreement of planning assumptions
Evaluation of Kate/Jim’s systems and retrofit in EA scenarios
Explanation of how the EA methodology’s framework to structure DMC EA and guide its various EA modelling/ documentation activities
What is the potential value of DMC EA proposal?
At this stage, we can only understand the value of EA when used in DMC’s strategy planning at corporate and business units’ levels. Hence the value of EA being used as a planning service relate to:
Giving clarity in projects of what business value their development of ICT enabled business services can bring to contribute to strategic & business operating goals
It improves strategy planning because it aligns strategy with business and technology development and operating capabilities
It improves decision making by clarifying what is involved in configuring and using resources to create value adding ICT enabled business services
It improves communication by having a common and shareable documentation approach and artefacts to convey & change service configurations for strategic and improvement reasons
What are the possible risks in the DMC EA proposal?
Vince (Chief Architect) mentioned that 2 critical success factors (CSF) ie stakeholders’ involvement and the EA methodology. What drivers can break these two CSR will present risks to this EA project. Another clue detected in the case story is that Vince mentioned that the methodology is important to ensure business requirements drive the EA models. Hence the quality of these business requirements is another CSF – these business requirements should include strategic to operating requirements at all levels. Any drivers that compromise the quality of DMC strategic and operating requirements are potential risk. Last week, we discuss a potential weakness in DMC culture – that it has an operational mindset. If the consultants do not correct that operational mindset, then the EA outcomes are likely to reflect a firm that is more operational inclined than strategic.
Other risks can be deduced from the many EA program value mentioned in the text. For example, shortening planning cycles can be reword to present a risk in taking longer time and costs to do DMC’s planning, which may result in the firm missing market opportunities because they now require taking longer time to market. Search the Internet for more risks.
Your need to summarize your risk analysis in a table:
Identified Risk description
Consequences when risk occurred
What can you do to prevent & mitigate the risk occurrence?
How can EA can help develop views of this business’s strategic direction and goals; business services and supporting resources?
The EA methodology will require DMC to articulate their strategy planning and document clear specifications of their strategic elements to at least a corporate level and Kate/Jim’s Bus’ perspectives.
These strategic specs should guide the EA team to collect and analyse operating data which reflects the implementation forms of these strategy plans. The analysis can identify the strategic implementation strengths and weaknesses as they prevail in DMC now  revealing gaps that the future EA scenarios can address and close.
The business requirement specs of Jim/Kate’s areas will also disclose detailed information about these BU’s products/services provisioning and resource management capabilities, including identifying the weaknesses and strengths of these capabilities. Solutions for closing the gap (weakness) analysis findings can be discussed and agreed in future meetings, and the agreed solutions will be included in the future EA scenarios development later on.
(You need to read chapters 4 to 8 to really address this Q properly. At this stage, a first guess answer is as good as can be. Obviously those with more knowledge and experience about EA will come up with more articulated answers)
This Meeting’s Goals Achieved: To Agree the proposed EA Methodology & EA Documentation Framework
Scene 3

11. Case Study Qs What are DMC’s EA methodology phases & steps?
How does DMC obtain stakeholders’ support?
Recommend DMC a schedule for updating the EA

12. Clues to the phases & steps involved in EA work
Step 1: Identify all stakeholders & form project team
Step 2: First meeting with project team to ensure understanding of the EA Methodology
What’s involved in the methodology?
Develop the business case, which also contain the business & ICT requirements for the 2 proposed systems
Modelling phase
Inputs:
Business planning & decision making information
Documentation formats
Modelling techniques & tools
Processes & outputs
Current environment modelling
Future environment scenarios modelling
Future scenario recommendation
Step 3: Stakeholders agree the EA Methodology & expected modelling outcomes

13. EA Stakeholders’ Communications Approach
EA Workflows 1
Establish EA Program 2
Select EA Framework 3
EA Modelling 4
EA Change Mgt Plan Execution
Recruit EA Chief Architect
Review & select a EA Standard
Current EA Modelling
Integrate EA compliance in
Establish EA Governance Rules
Maybe Customise if needed
Future EA Scenarios Modelling
Integrate EA compliance in decision Making
Integrate EA Governance in ICT Mgt Arrangements
Review & select EA Software Tools
Select & refine future EA scenario
Update EA Program Components
Develop EA change mgt plan
The diagram summarizes visually clues to the answers indicating
The phases and steps of an appropriate EA implementation methodology
The way that EA stakeholder support will be obtained
The recommended schedule for updating the EA
Prepare
Stakeholder
Communications
Plan
EA Stakeholders’ Communications Approach

14. Examples of EA Development Timelines
Phase by Phase Q1 Q2 Q3
Y2 Q2 Q3
Y3 Q2 Q3
Agile – Iterative Concurrent Phases progressing
Source:

15. How often to change EA models/documentation?
Every time :
A corporate level strategy
A business level strategy
A product level strategy
The ICT infrastructure is replaced
Check if EA changes are also needed
Time span may be annually or as when needed within a year.