The document discusses Louw Labuschagne and his background in information management over 16 years, acting as a strategist, architect, speaker, trainer, analyst, modeller and developer. As a leader, Louw values teamwork and accountability. His personal interests have made him a subject matter expert in information analysis, design and management. Louw understands how to move tacit knowledge to explicit knowledge within organizations. He is currently a Ph.D. student researching capabilities required by South African Enterprise Architecture professionals.

1. Presented by
Louw Labuschagne

2. 
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Louw is passionate about all aspects of information management and had the opportunity to
act as strategist, architect, speaker, trainer, analyst, modeller and developer within this field
over the past 16 years.
As a leader, Louw places a high value on team work and expect all team members to take
individual and collective accountability for delivery of work products. Louw have the ability to
act as team member or team leader depending on what the situation requires. This has led to
his promotion to team leader and practice manager on several occasions within organisations,
while his ability to build strong relationships has made him a natural mentor or coach for team
members. These project specific relationships have mostly transitioned into longer term
personal and professional relationships that have outlasted the initial project origins.
His personal interest in information management has led to Louw collecting, discussing and
studying methods, techniques, practices and principles about information analysis, design and
management and resulted in him being a subject-matter expert and consultant within the
field.
Organisational memory or knowledge management depends on people within the organisation
sharing their experiences and moving tacit knowledge into explicit knowledge and using
information structures to formalise it for the organisation. Louw understand this very well and
have a natural strength of sharing, discussing and teaching others within his field of
experience, while also being able to design and develop the platforms to manage this.
Louw is also registered at the NMMU as a Ph.D. (Information Technology) student and is busy
with research on defining the set of capabilities required by South African Enterprise
Architecture professionals.

3. 
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What skills are required by Enterprise Architecture
professionals
The role of HR in developing and evaluating EA Skills
Tips & Techniques for developing EA skills

4. 
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No universally accepted definition of Enterprise Architecture
(EA)
“ Enterprise Architecture is the continuous practice of
describing the essential elements of a socio-technical
organization, their relationships to each other and to the
environment, in order to understand complexity and manage
change.” (Enterprise Architecture Research Forum, 2009)
Preferred definition because :
It addresses the representation, profession and process of EA
Reference the ISO/IEC 42010:2007 standard
Reference work published by John Zachman

5. “ Enterprise Architecture is the continuous practice of describing the essential
elements of a socio-technical organization, their relationships to each other and to the
environment, in order to understand complexity and manage change.”

Complexity within an socio-technical organisation require
understanding.
socio-technical organization

Understanding of the complexity is achieved through describing the
essential elements of the organisation and their inter-relationships
sociotechnical
organization

describing
the essential
elements
their relationships
to each other
Relationships to the
environment
understand
complexity
The understanding is then used to manage enterprise change
understand complexity

understand complexity
manage change
What are the essential elements of a socio-technical organisation?

6. Enterprise
Modelling
Languages
EMLs
Utilise
EEM
PEMs
EETs
Support
Used to
build
Enterprise
Modules
GERA
Enterprise
Engineering
Methodology
Implemented in
Partial
Enterprise
Models
Employs
Support
Enterprise
Engineering
Tools
(Particular)
Enterprise
Models
Used to
implement
(Particular)
Enterprise
Operational
Systems
Generic
Enterprise
Modelling
Concepts
GEMCs
Human
Concepts
EMs
EMOs
Generic
Enterprise
Reference
Architecture
Process
Concepts
EOS
IFIP-IFAC Task Force, 1999)
Technology
Concepts

7. Life-cycle Phases
Identification
Concept
Requirements
Enterprise
Engineering
Project
Enterprise
Engineering
Project
Continuous
improvement
Project
Preliminary Design
Detailed Design
Implementation
Operation
Decommission
Decommissioning
Project
Time
IFIP-IFAC Task Force, 1999)

8. Zachman Professional
Framework
Zachman Enterprise
Framework
Methodology
Entity (Type 5)
Manufacturing Entity
(Type 3)
Identification
Strategic
Management
Entity (Type 1)
Concept
Product: Enterprise Concept
Requirements
Product: Enterprise Design
Engineering
Entity (Type 2)
Preliminary Design
Detailed Design
Construction
Entity (Type 2)
Implementation
Product: Enterprise
Installation
Operation
Zachman Product
Framework
Decommission
Enterprise
Product
(Type 4)
IFIP-IFAC Task Force, 1999)
Manufacturing
Entity (Type 3)

9. 
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The Zachman framework is an ontology (Zachman, Concise definition) of a
socio-technical organisation that is divided into six columns of
communication interrogatives and six rows of reification transformations.
Based on the Zachman framework the scope of the work of Enterprise
Architects can be limited by mapping the GERAM entity types onto the
Zachman framework and then identifying those concepts and components
that relate to the Zachman Framework Row 3 System Logic.
WHAT
HOW
WHERE
WHO
WHEN
WHY
STRATEGIST
Scope Context
EXECUTIVE LEADER
Business Concept
ARCHITECT
System Logic
ENGINEER
Technology Physics
TECHNITIONS
Component Assembly
WORKERS
Ops Instance Classes
Semantic models define business concepts
Schematic models represent system logic
Blueprint models specify technology physics

10. 
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There are no knowledge areas or skills defined for Enterprise
Architecture that are applied consistently within certification
programs
South African Qualifications Authority do not have a set of
skills defined for EA
Enterprise Architecture cannot fully develop into a
professional discipline without a defined set of knowledge
areas and skills

11. 
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The skills frameworks listed below are used within South
Africa as reference frameworks, but they are not aligned
resulting in non-standard Enterprise Architecture role
definitions.
There is no clear definition or alignment of knowledge areas
and skills across the following common frameworks:
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TOGAF
ITAC
Cutter Consortium
European e-Competency Framework
Skills Framework for the Information Age
IIBA
IASA

19. 
TOGAF / ITAC
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Cutter Consortium / Bredemeyer Skills Framework
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http://www.sfia.org.uk/
IIBA
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http://www.ecompetences.eu/
Skills Framework for the Information Age
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http://www.bredemeyer.com/pdf_files/ArchitectCompetencyFramewo
rk.PDF
European e-Competency Framework
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http://www.opengroup.org/
http://www.theiiba.org/AM/Template.cfm?Section=Home
IASA
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http://www.iasaglobal.org/iasa/Certification.asp?SnID=640126778

20. 
A skill is the ability to do something well; expertise
 (Compact Oxford English Dictionary of Current English, 2008 ).

The word skilled is used to describe special abilities
 (Compact Oxford English Dictionary of Current English, 2008 ).
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A skilled Enterprise Architecture practitioner can be defined
as a person with expert knowledge in all areas of Enterprise
Architecture and the ability to apply this expert knowledge.
To measure the knowledge of these practitioners, an effective
assessment framework is needed.

21. TOGAF certification:
Level 1 exam = 40 questions in
multiple choice format.
Level 2 exam = 8 complex multiple
choice scenario questions
Three Enterprise Architecture
Certification Programs
Zachman certification:
Completion of Zachman
course material, workshop
and multiple choice exam
ITAC:
Experience and skills based.
Submit experience
documentation and be
interviewed by a panel in the
UK.

22. A Togaf Key Learning Point
(Business Architecture):
Knowledge of the Business Architecture is a
prerequisite for architecture work in any other
domain (Data, Application, Technology), and is
therefore the first architecture activity that needs
to be undertaken, if not catered for already in other
organizational processes (enterprise planning,
strategic business planning, business process reengineering, etc.).

23. Question 1:
Complete the sentence: Business Architecture is the
first architecture activity undertaken since __________
A.
B.
C.
D.
E.
it finalizes the Architecture Vision and Architecture
Definition Documents
it provides knowledge that is a prerequisite for undertaking
work in the other architecture domains
it focuses on identifying and defining the key applications
used in the enterprise
it mobilizes supporting operations to support the ongoing
architecture development
it defines the physical realization of an architectural solution

24. The correct answer is B

Knowledge of the Business Architecture is a
prerequisite for architecture work in any
other domain (Data, Application, Technology),
and is therefore the first architecture activity
that needs to be undertaken, if not catered
for already in other organizational processes
(enterprise planning, strategic business
planning, business process re-engineering,
etc.).

25. A TOGAF Key Learning Point (Business Architecture):
A key step in validating an architecture is to
consider what may have been forgotten.

26. Question 2:
Gap analysis is a key step in validating the architecture
in Phase B: Business Architecture. Which one of the
following statements is true?
A.
B.
C.
D.
E.
Gap analysis highlights the impacts of change
Gap analysis can be used to resolve conflicts amongst
different viewpoints
Gap analysis highlights services that are available
Gap analysis identifies areas where the Data Architecture
needs to change
Gap analysis highlights services that are yet to be procured

27. The correct answer is E
A key step in validating an architecture is to
consider what may have been forgotten.

28. From the Open Group’s Website:
?
Why Certification
“…individuals have the expertise and experience
required to get the job done.” (The Open Group, 2010)

29. Is this a good example of Business Architecture?

30. The correct answer is…
it depends

31. 
Blogs (Google Blog)
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Wiki (Wikipedia)
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Tagging / Sharing / Social
Bookmarking (Flicr,
YouTube)
Micro blogging (Twitter)
Real-time Collaboration
(GoogleWave)

LMS (Moodle)
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RSS

32. Johnathan_Aris_Assessment_QA.p
df

33. 
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Contributing factor to RSA not achieving the targeted six
percent growth rate (Erasmus & Breier, 2009).
Highest demand for ICT professional skills include (IT Web,
2008):
o
o
o
o
o
o
o

architecture ,
process management,
business intelligence,
knowledge management,
business analysis,
systems analysis,
project management.
Enterprise Architecture practitioners listed as top earners
within South Africa in ITWeb Salary survey (IT Web, 2009).

34. 
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Enterprise Architecture skills development programs in South Africa
are required to alleviate the shortage of Enterprise Architecture skills.
The limiting factor for training interventions can be summarised into
two questions:
What are the skills that
practitioners require?
PhD Study: A Skills
Framework for Enterprise
Architecture practitioners
in South Africa
How do we measure the
skills of practitioners?
Is this a skilled
Enterprise
Architecture
practitioner?
Validated Skills
framework with
assessment criteria
PhD Study: A Framework
for the assessment of
Enterprise Architecture
practitioners in South
Africa