ShareThis
Author: Sam Kurien
•12:48 PM
The enterprise architecture function provides value add to the enterprise if conducted, observed and applied correctly. In fact it is among the top questions senior management wants an answer from its EA group as they propel forward in pushing technology as a optimized strategy and service level component.  The EA group should approach by addressing the value question posed by lending clarity to organizational processes, identifying the stakeholders (internal & external) and creating  a matrix of value chain expectations that are measurable and reportable to the senior leadership.

The matrix essentially has weights attached to it and the EA group can go as specific as possible. The complexity rises if there is a PMO office and multi-level projects and programs are being executed in tandem. The weights of the matrix should try to constitute or answer to a value class that your EA group is trying to address to show results. These value classes' primarily relate to strategic direction, portfolio management and continuous process improvement for service programs and project initiatives. 

In the strategic direction class the EA group is demonstrating the understanding of the strategic initiatives of the organization as it should/would represent a state of representation some time in the future. This will mean creating and adhering to standards, best practices and how closely alignment happens on EA investments to the overall arching organization's mission and vision. 

In the portfolio management the EA group is demonstrating a how portfolio of programs and projects are managed, how is value being assessed for transformation in relation to achieving the objectives of the programs being implemented, the lessons that are being learnt in terms of adjustment to planning and alignment to strategic objectives, improvement of internal and external communication. 

Finally in terms of continuous process improvement for service programs and project support the EA group will strive to demonstrate how each member's time are directed to projects tasks, knowledge management, skill sets orientation, training all based of feedback built within systems. The feedback becomes input to next release of improvements for high value returns. 

Thoughts,

Sam Kurien
This entry was posted on 12:48 PM and is filed under , , , . You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.

0 comments: