Your Challenge It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model. It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization. The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders. Our Advice Critical Insight The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations. Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program. Impact and Result Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy. Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations. Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance. Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process. Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.

1. Info-Tech Research Group 1Info-Tech Research Group 1
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Define an EA Operating Model
Realize the benefits of EA by balancing the need for controls with the desire for business
engagement.
Info-Tech's products and services combine actionable insight and relevant advice with ready-to-use tools
and templates that cover the full spectrum of IT concerns.© 1997-2017 Info-Tech Research Group

2. Info-Tech Research Group 2Info-Tech Research Group 2
Architecture groups often start practicing EA
based on the path of least resistance, which often
results in an inability to deliver on a set of
promises of value.
EA groups need to create an operating model that
positions them to best deliver on those promises of
value while embedding the architectural activities
in the broader enterprise.
Gopi Bheemavarapu,
Director, CIO Advisory
Info-Tech Research Group
Structure the enterprise architecture (EA) function with the value
proposition in mind.
ANALYST PERSPECTIVE

3. Info-Tech Research Group 3Info-Tech Research Group 3
This Research is Designed For: This Research Will Help You:
This Research Will Assist: This Research Will Help You:
This Research Is Designed For: This Research Will Help You:
This Research Will Also Assist: This Research Will Help Them:
Our understanding of the problem
CIO
Head of enterprise architecture
Enterprise architects
Domain architects – business, data,
application, infrastructure, and security
Operationalize the EA practice and ensure that
the group is best positioned to deliver the
value identified in the EA strategy.
Integrate EA activities into the broader
organizational ecosystem to maximize value.
Develop an architectural framework tailored to
your organizational needs.
Right-size architecture governance that is
aligned to organizational goals.
Head of PMO
Solution architects
IT application owners
Business process owners
Outline their roles and understand the
expectations within the larger EA function.
Establish how the EA group will interact with
the rest of the organization.

4. Info-Tech Research Group 4Info-Tech Research Group 4
Resolution
Situation
Complication
Executive summary
• Organizations have invested significant resources into EA programs that
promise decreased costs, reduced complexity, or increased agility.
• To achieve the promised benefits, EA serves as a centralized decision-
making entity, with a holistic perspective of the organization.
• EA tends to rely heavily on frameworks such as TOGAF and Zachman.
• EA makes enterprise-affecting decisions in isolation as a result of an
inability to effectively engage organizational stakeholders.
• Even after deciding what services to provide, EA groups lack a right-
sized methodology to complete the necessary activities.
• An overreliance on frameworks makes it more difficult for EA to adapt
and be flexible to organizational changes.
• EA program placement and structure matters. Ensure that it is best positioned to deliver enterprise value.
• Create an engagement model to seamlessly integrate or embed EA activities into organizational processes.
• Adopt a governance approach that encourages collaboration without being overly intrusive.
• Configure an architecture development framework that works best for your organization while adapting the best practices
and industry frameworks.
• Increase your chances of success by creating a practical operational plan.
Get your EA program strategy right before
making operational process changes. The
benefits of an EA program are only
realized when the various operating model
components enable the goals and
objectives of the program.
• Create a balance between governance
and motivational aspects when
addressing structure and stakeholder
relations.
• Beginning the project based on a
framework is a good starting point, but it
must be tailored to your organizational
context.

5. Info-Tech Research Group 5Info-Tech Research Group 5
Business strategy first, EA strategy second, and EA operating
model third
Business
Strategy
EA
Strategy
EA
Operating
Model
“Why does our
enterprise exist in
the market?”
“What does EA need
to be and do to
support the
enterprise’s ability to
meet its goals? What
is EA’s value
proposition?”
“How does EA need
to operate on a daily
basis to deliver the
value proposition?”

6. Info-Tech Research Group 6Info-Tech Research Group 6
Key challenges that organizations face in improving EA
maturity
Source: Burns, 2009
An effective EA operating model addresses these common challenges and unlocks the full potential of EA.
40%
40%
24%
18%
7%
Strategic Alignment
Staff Competence
Performance Measurement
Organization Structure
Formal Process
Percentage of organizations that report said element as an issue.

7. Info-Tech Research Group 7Info-Tech Research Group 7
Both business and EA operating models seek to address how
the entities achieve their set goals
Business Operating Model
“How do we compete?”
“How do we add value?”
“How do we interact?”
EA Operating Model
“How do we position our EA function?”
“How do we organize and staff EA?”
“How do we interact with the
organization?”
“How do we ensure awareness of and
adherence to architectural standards?”
“How do we deliver EA services?”

8. Info-Tech Research Group 8Info-Tech Research Group 8
Elements of an EA operating model
EA Function Design
• Placement of the EA function relative to the rest of the organization.
• Roles and responsibilities needed to deliver EA services.
• The staff to fill those roles and their needed competencies.
• Assess current governing bodies and identify points for architecture
governance (architecture review boards).
• Define EA policy and the architectural review process.
• Integration of EA processes into existing organizational processes.
• Identify and define stakeholder interactions.
• Tailor an architecture development process to your organizational context.
• Analyze and select a minimum-viable set of architectural views that guide
decision making.
• Draft a communication plan to engage with stakeholders.
• Create a change management plan to efficiently operationalize the EA
operating model.
EA Engagement Model
Architectural Development
Framework
Architectural Governance
Operational Plan

9. Info-Tech Research Group 9Info-Tech Research Group 9
Situation
Life Inc., a major insurance company in North America, was looking
to overhaul its business processes and modernize IT assets. The
CIO gave the mandate to a senior IT leader (Head of EA) to set up
an EA program and lead the transformation effort.
Complication
The organization had two previous failed attempts at starting an EA
program because the guidance provided was top-down heavy and
did not take into consideration practicalities. As a result, there was
skepticism over the merit of the initiative. Furthermore, the previous
attempts were mostly focused on technology transformation and
were missing the business perspective. The organization did not
have the internal skillsets to start a business-focused EA program.
Resolution
Info-Tech worked with the organization to build an EA operating
model that included business architecture and provided a platform to
engage both business and technology stakeholders. Skill gaps were
identified and talent was recruited to plan the business
transformation. Since the operating model was built to be well
grounded and tailored to the organization, the engagement levels
were high, which resulted in a successful transformation.
The EA operating model covers the following
components:
CASE STUDY Industry
Source
Insurance
Info-Tech
Component falls into the scope of the case study
Legend
EA organization structure
EA engagement model
EA governance
Architecture development
framework
Operational plan
An insurance company created an operating model to kick-
start a successful EA function

10. Info-Tech Research Group 10Info-Tech Research Group 10
Metrics will help you connect changes to the operating model
to business outcomes
Business
Performance
• Increase the number of EA-enabled innovations that led to common shared solutions by
X in the fiscal year.
• Increase the number of business processes (or business capabilities) that utilize EA-
enabled services in the fiscal year.
IT Performance
• Increase the percentage of enterprise strategic goals and requirements supported by IT
strategic goals by X percent in the fiscal year.
• Raise the satisfaction levels of business and IT executives with IT-related costs and
capabilities by X percent.
Reduced Risk
• Improve the rate of timely publishing for new regulations that are reliant on EA services.
• Decrease the number of overdue regulatory filings that are reliant on EA services by X.
Customer
• Decrease the average customer wait time when receiving replies on EA services by X
(could be call wait time or in-person wait time).
• Decrease the average handling time and average wrap-up time for EA service requests
by X (could apply to customer service time or sales cycle time).
Metrics adapted from COBIT 5: A Business Framework for the Governance and Management of Enterprise IT

11. Info-Tech Research Group 11Info-Tech Research Group 11
Additional operational metrics will help you track the changes
to individual operating model elements
Process
• Increase the dollar value of project benefits realized that can be traced back to EA
involvement.
• Increase satisfaction with architecture program by X percent.
Organizational
Structure
• Number of people trained in the EA methodology and tool set.
• Percent of staff whose architecture skills are sufficient for the competencies required for
their role.
Governance
• Decrease the number of exceptions to architecture standards and baselines applications
by X percent in the next three years.
• Number of identified gaps in models across architectural domains.
Metrics adapted from COBIT 5: A Business Framework for the Governance and Management of Enterprise IT

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