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I, typically, start with the standard research, interviews and produce what I call a Single Page Architecture, which in fact has nothing to do with IT. It is a synoptic business architecture which everybody loves. Then I try selling it to business, if left to it, since often the relationship between business and IT is not good or is channelled through a single point of contact which becomes the real bottleneck.
Now I start having that bad feeling that I am not going to deliver much without real support.
Then I put forward an EA framework (typically my own but, like most, claim compatibility with the EA framework of the day). I map the technology to business and strategy depending on requirements. But, since the knowledge is in people's minds, it is high time, to initiate an EA program, to help the firm's own experts document the fine points of the EA artefacts... We need to scope together, plan workstreams, assign resources, establish governance...
Since neither me, the consultant, nor the EA architect have authority or budget to continue, we often get stuck here... I often need to go back and explain what EA is, remind everybody why are they doing it and why I am there... One needs now a business case expressed in financial terms (cash).But that is a late distraction.
Without support, at this stage, the EA work practically ceases.The consultant alone cannot do the whole EA. In truth, his role is to advise, be consulted, not to sweat doing the whole work while everybody else rests, waiting of the Intellectual Property to come out of the woodwork.
What happens afterwards: the consultancy ends, people, usually, establish a "design governance board", run by an internal senior EA architect. Soon, the architecture board meeting may become more of a social occasion since there is no reference EA to align solutions to, no resources dedicated to the EA, most work is voluntary, everybody has own work to worry about, presence is understandably poor... This looks like design by committee, in meetings.
To get there, you need to get someone on board from the top management to ensure budget and resources. To enrol that head you need to sell EA as a business concern. But EA does not exist as a topic for business management, schools, MBAs, management consultancies... It's hard to get the management on board even if you get your 15 min presentation.
In any case, the EA architect needs to be empowered, be assigned a senior role and authority, which, in practice, is never the case. Therefore, the architect need to preach hard until the EA gets management's attention. There is no guarantee though.
In general, as the EA is used to improve operations, I strongly believe that also one needs to liaise with existing Six/Lean Sigma and business automation programs.
Also it is rare that a process has no human intervention. That is why, sooner or later, you need to align the organization with the EA business processes and technology to be able to control end to end processes. Then align responsibilities, roles, job descriptions. Explain that to a CEO!
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