Why do you want to implement Enterprise Architecture?

With the proliferation of enterprise architecture frameworks and the number of publications indicating that enterprises will not survive unless a good enterprise foundation for enterprise architecture is established, it becomes easy to drown in all of the the information and opinions regarding enterprise architecture and then in a moment of panic start an overambitious project that ultimately may not bear any resemblance to the strategic direction, or needs, of the enterprise.

So before jumping in – consider why do you want to implement, or create, an enterprise architecture.

By now the benefits of enterprise architecture are clear (see previous posts for elaboration): better, more efficient process, management of risk, standardization, governance, enterprise alignment, rapid (agile change) and many more. All of these reasons are compelling and looks wonderful on a business case, but may not get noticed for the urgency that may underlie the need for an enterprise architecture framework.

The survey “Trends in Enterprise Architecture 2005” (http://www.ea-consulting.com/Reports/Enterprise%20Architecture%20Survey%202005%20IFEAD%20v10.pdf), reveals that respondents considered enterprise architecture as important to their enterprises for the reasons that it supports decision making, assists in managing complexity, delivers insight and an overview of business and Information Technology (IT), it supports system development, it assists in the management of the IT portfolio, it supports business and IT prioritization, it delivers roadmaps for change, it is helpful in mergers and acquisitions, it supports in- and out-sourcing and other reasons.

From this survey it is apparent that respondents had very different opinions regarding the reasons why enterprise architecture is important.

Kotter (1995) suggests as part of his eight step approach that in order to create change, a sense of urgency needs to be established. This is particularly good advice for enterprise architecture development.

To get things done, and get it done quickly a compelling strategic reason needs to be identified for the enterprise architecture project. A further review of a survey “Trends in Enterprise Architecture 2005” (http://www.ea-consulting.com/Reports/Enterprise%20Architecture%20Survey%202005%20IFEAD%20v10.pdf), reveals that enterprise architecture projects are initiated to solve issues like Enterprise Resource Planning (ERP) implementations, business change, mergers and acquisitions, application renewal, transformation road maps, business- IT alignment, infrastructure renewal, legacy transformation and other reasons.

It becomes obvious that enterprise architecture projects are not initiated for one simple reason, but rather as a solution to many, varied and important issues.

Find out what the important strategic issue for your enterprise architecture project is and focus on achieving it!

References:

Kotter J.P. (1995), Leading Change: Why Transformation Efforts Fail, Harvard Business Review, March-April 1995:59-67

Trends in Enterprise Architecture 2005, Available from http://www.ea-consulting.com/Reports/Enterprise%20Architecture%20Survey%202005%20IFEAD%20v10.pdf, (accessed 20 September 2009)