This document summarizes a webinar presented by The Open Group on developing and exercising effective enterprise architecture (EA) governance. It discusses the four key expressions of EA governance: 1) governing the creation of EA, 2) governing change through EA, 3) governing value realization after change, and 4) governing the EA team. The webinar advocates using TOGAF as a framework and provides checklists for each governance expression to build confidence in decision making and ensure EA delivers expected value.

1. © The Open Group, 2017
Webinar
World-Class EA:
Governors’ Approach to Developing and
Exercising an Enterprise Architecture
Governance Capability
By Ken Street, Sriram Sabesan,
Nathan Hornford, Samantha Toder
& Dave Hornford
20 September, 2017
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2. © The Open Group, 2017
The Open Group is ...
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3. © The Open Group, 2017
The Open Group
» Enable all organizations that use information technology to do things better,
faster, and cheaper
» Enable all suppliers of information technology products and services to gain
business benefit
» Enable every individual that we meet to develop their skills and capabilities
Everything we do, is intended to …
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4. © The Open Group, 2017
Final Thought
“You have a choice: you can either create your own
future, or you can become the victim of a future that
someone else creates for you.”
Vice Admiral (ret.) Arthur K. Cebrowski
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5. Copyright © The Open Group 2017
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Webinar
Governor’s Guidance

6. © The Open Group, 2017
Agenda
» Who we are
» Why this whitepaper
» What is Governance
» Four Expressions of Governance
– Governing the creation of enterprise architecture
– Governing change through the use of enterprise architecture
– Governing value realization after the change team is done
– Governing the EA Team
» Takeaways
» Q&A
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7. © The Open Group, 2017
Conexiam
» Vanguard Enterprise Architecture
– Develops client’s EA teams
– Delivers Enterprise Architecture
» Contributing thought leaders
– The Open Group
IT4IT™ Forum, Digital Transformation,
Architecture Forum, Cloud Forum,
Platform 3 Forum, Security Forum
– The SABSA Institute
» Public commentary
– www.conexiam.com
– www.delegata.com
Right in the middle merging
with Delegata
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8. © The Open Group, 2017
Whitepaper Authors
» Ken Street
» Sriram Sabesan
» Dave Hornford
» Samantha Toder
» Nathan Hornford
» Chris Searle
www.conexiam.com
www.delegata.com
Drawn from our work developing
high-functioning EA Teams we
developed consistent guidance
» We saw four essential challenges:
1. configuring your EA team aligned to
purpose, processes and operational
needs
Leader’s Guidance
2. developing and using enterprise
architecture aligned to purpose and
operational needs
Practitioners’ Guidance
3. governing creation of architecture, the EA
team, and most importantly change
Governors’ Guidance
4. using different standards and reference
tools to accelerate your work
Digital Transformation: Strategy to
Implementation
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9. © The Open Group, 2017
Why This Whitepaper
» Philosophy
– Share our practice
– Improve the profession
– We don’t reinvent the basics of the wheel
» Acceleration
– Frames conversations about effective
governance
– Highlight TOGAF’s framework support for
modern EA
» Effective guidance to our clients
– Make it real
– Make it practical
– Make it work
» “How do you get Management
support?” comes down to governance
– Governing creation
– Governing change
– Governing value
» Think about the Leadership’s problem
– Does the target represent what is wanted &
the change required?
– Is the change initiative doing what is
expected?
– Is the change delivering the value
expected?
» You don’t get Management support
You provide support to Management
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10. © The Open Group, 2017
World Class EA & TOGAF
» EA is developed for one very simple reason:
guide effective change that produces a value
» We strongly recommend using TOGAF as it was designed
A framework of essential scaffolding
» The World Class guidance uses TOGAF as essential scaffolding
– Today the requires reading past specifics that have snuck in where a concept
should be
» Together with these papers provide the minimal essential guidance on
using TOGAF to deliver useful Enterprise Architecture and using the
Enterprise Architecture to guide effective change
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11. © The Open Group, 2017
Governance & EA
» Conversation typically
focused on controlling
implementation
Conversation misses the
point
» Best practice addresses
the 4 expressions
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Governance: Foundational EA Capability
Applies to every purpose
Applies to Creation & Change

12. © The Open Group, 2017
What is Governance
» Direction & Control
– Direct what activity is desired
– Control activity performed
» Value of EA Governance is confidence for decision-makers
» Deliver Confidence
– That change recommendations inherent in all architecture work are well considered, well
grounded
– That the required work was completed
– Value was delivered
» EA governor key role: Auditor
– ensure that the architecture suits the intended purpose and that any change work has been
completed to the right level of detail
» EA governor is the guardian of the value EA delivers to the organization.
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13. © The Open Group, 2017
Four Expressions
1. Governing the target
architecture
2. Governing the target
architecture
implementation
3. Governing the delivery of
value of the target
architecture
4. Governing the architecture
practice
» Too many conversations are
lost in time
» Each expression
– distinct engagement
– different roles lead
– architect’s role shifts
dramatically
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14. © The Open Group, 2017
Simplified lifecycle
» Starts & Stops at Value
– Team design dependent
upon Value
– Target paints path to Value
– Implementation enables
Value
Test for
Value
Design the
EA Team
Develop the
Target
Implement
the change
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15. © The Open Group, 2017
Primary Governance Roles
» Stakeholder – owner of the architecture
Provides priority, preference, and direction. Own all decision rights regarding the
target architecture, and any relief from and enforcement of the target
» Stakeholder Agent – representative of the Stakeholder
Represents the Stakeholder when the Stakeholder is absent
» Subject Matter Expert – possesses specialized knowledge
Provides knowledge, advice, and validation of interpretation.
» Implementer – responsible for performing all change activity
The scope of change is not relevant. All decision rights about proposed
implementation choices, such as design, product selection, and change sequence,
are vested with the Implementer. Vested with the context of the architecture
» Practitioner (Architect) – developer of the target architecture
Provides recommendations when non-compliance with the target is determined.
» Auditor – performs systematic reviews of both the target and implementation
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16. © The Open Group, 2017
Decision Authority
» For Architecture
the Stakeholders
– Always
– Only
» For Change Activity
the Implementer
– Within context of the
Architecture
» Every other model fails
– Always
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17. © The Open Group, 2017
Trap: Don’t do Governance
» Practitioner fills the role of Stakeholder Agent, Subject
Matter Expert, and Implementer
– In this case the Stakeholder isn’t ever interrupted. For anything
» Bluntly: this model does not have an approved target
architecture. Instead skilled thoughtful individuals make
tactical decisions
– The time saving & value is illusionary
– Rework & re-decision happen every day
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18. © The Open Group, 2017
Governing the Architecture Practice
» Design Governance Process
» Fit into decision-making
» Use an EA Board for managing
process, reporting & escalation
– EA Board has no decision rights
» Use the Checklists
» Completeness & confidence
» Design EA Team
» Align to purpose needed
» Viewpoints Library
supported by Tooling
– Repository & Metamodel
» Minimize information
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19. © The Open Group, 2017
Don’t Support the Strategy, Deliver the Strategy
» Too often we see claims of alignment
» Good architecture doesn’t
– align with Strategy
– support Strategy
– attempt to prove someone’s idea isn’t misaligned
» Good architecture delivers the strategy
– Minimum set of changes necessary for value
– Mandatory sequence
– Minimum constraints on Implementer’s creativity & freedom
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20. © The Open Group, 2017
Guiding Investment Decisions
» Portfolio Decisions
– An architected approach supports and guides decisions
– Solution Delivery controls 80% of effort and spend
– Portfolio directs 80% of effort and spend
» Must be done before decision to focus on value
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21. © The Open Group, 2017
Governing the Target Architecture
» Not paying lip service
» Views explain the
architecture in terms of
a Concern
» We find useful
Concerns are single
words
– Agility, Security,
Mandate, Growth
» Multiple Concerns
represent the complex
web of hopes, fears &
dreams about the future
If the Practitioner cannot
explain the impact on Agility,
Security, Mandate & Growth
what confidence should
anyone have that the target
is actually a good idea?
» Were the correct Stakeholders identified: Y/N
– If no, engage with the Stakeholders
» Were constraints and guidance from approved superior architectures considered:
Y/N?
– If no, the Practitioner has to do their job
» Do appropriate Subject Matter Experts agree with the facts and interpretation of the
facts in the architecture: Y/N?
– If no, the Practitioner has to do their job
Where SMEs conflict the Stakeholders should have limitations in confidence
» Are all the constraints or guidance produced in the architecture reflected in the
views produced and any underpinning architecture models, roadmaps: Y/N?
– If no, the Practitioner needs to do their job
» Do the Stakeholders understand the value, and any uncertainty in achieving the
value, provided by the target: Y/N?
– If no, the Practitioner needs to do their job
» Do the Stakeholders understand the work necessary to reach the target state and
any uncertainty (risk) in successfully accomplishing the work: Y/N?
– If no, the Practitioner needs to do their job
» Do the Stakeholders understand limitations in confidence they should have: Y/N?
– If no, the Practitioner needs to do their job
» Have the Stakeholders approved the views: Y/N?
– If no, the Practitioner needs to do their job
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22. © The Open Group, 2017
Do you even have an Architecture?
» Without approval by the Stakeholders
– no implementation governance is possible
– no governance of the next architecture
» Without approval you have a documented opinion
– Subject Matter Experts, Implementers, and other have opinions
– Stakeholders have decision rights
» Develop the architecture in sync with the business cycle
– Architecture delivered the day after a decision is valueless
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23. © The Open Group, 2017
Completeness & Confidence
Two core measures
1. Completeness
– has enough work been done to cover the decision the architecture
supports?
– not an exercise in doing more. Simply address the Concerns
2. Confidence
– do you have confidence that the architecture will deliver the
complete value?
– do you have confidence that the architecture identifies all the work
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24. © The Open Group, 2017
Use the Repository!
» Where the repository has an answer:
use the answer
» Where the repository is empty:
fill in the answer
» Consider
– Superior Architecture
• Limits your choice
– Current – Candidate – Target
• Facts – Possibilities – Intentions
– Recency
– Reference Architecture / Reference Model
• Wheels are round & removable
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25. © The Open Group, 2017
Governing the Target Architecture Implementation
» Solution Delivery Notebook
– Enables direction
– Enables control
– Governance
» SDN Core
– Gap: what must change
– Work package: approach to
change
– Architecture Specification:
limitations on creativity &
provides compliance tests
» Architects don’t do the job of
an SME or Implementer
– Where must you remove their
freedom to be creative?
» TOGAF Phase G
Implementation Governance
– Fill the Gap
– Avoid the Prohibited
» Implementation Governance
Checklist
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26. © The Open Group, 2017
Implementation Checklist
» Did the implementer reasonably interpret guidance and constraints: Y/N?
– If yes, their interpretation is compliant. Problems NOT documented are future
problems the Architect must solve
– This is a key point. Good architecture supports multiple choices. Implementer is
not required to adhere to opinion
» Do appropriate SMEs agree with the facts and interpretation of the facts in
the impact assessment: Y/N?
– If no, develop a report for the Stakeholders identifying limitations in confidence of
the impact assessment.
» Do appropriate SME agree with the recommendation to enforce the target,
grant time-bound relief, or change the architecture: Y/N?
– If no, develop a report for the Stakeholders identifying limitations in confidence of
the compliance recommendation
» Do the views and other materials produced for the Stakeholders reflect the
impact assessment and reflect any underpinning architecture and analysis:
Y/N?
– If no, the Practitioner must do their job.
» Do the Stakeholders understand the impact on expected value, and any
change in certainty in achieving the value, provided by reaching the target
state: Y/N?
– If no, the Practitioner must do their job
Provide the impact assessment & compliance recommendation
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» Assess against
documented target
» Develop impact
assessment & compliance
recommendation
» Stakeholder’s three choices
1. Change Architecture
2. Change
Implementation
3. Cancel Implementation
Granting exception is changing
the architecture by stealth
Never lose sight of the expected
& approved value
Implementation Governance is
guarding the expected value

27. © The Open Group, 2017
Implementation Non-compliance
» This is a key function of high-functioning EA team
» Good EA support value realization & mid-course correction
» Value drove the change. Without value we are just spending money.
» When non-compliance impacts value the with the compliance
recommendation nets down to:
a) Provide relief to the Implementer
b) Force the Implementer conforms to the target
c) End the implementation
» The Stakeholder owns the decision
Not the Project team, not the Project Sponsor. Always the Stakeholder.
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28. © The Open Group, 2017
Governing the Delivery of Value
» Where the rubber hits the road
» Very few initiatives deliver value at project completion
They set the stage
– EA accountable for value realization
– Good EA governance reporting tracks expected value
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29. © The Open Group, 2017
Value Realization Checklists
Ongoing Value Realization Governance
» Was an ongoing value realization
owner (Stakeholder) identified and did
they agree to perform the role of value
owner: Y/N
– If no, identify the ongoing value owner gap
and the associated risks to the ongoing
value realization to the appropriate
Stakeholder
» Were ongoing value metrics identified
and included in the architecture: Y/N
– If no, get Stakeholder agreement to value
metrics until the Stakeholder approves
» Were ongoing value processes
developed and included in the
architecture: Y/N
– If no, get Stakeholder approval
Implementation Value Realization
Governance
» Was a value owner (Stakeholder)
identified and agreed to perform the role
of value owner: Y/N
– If no, identify the value owner gap and the
associated risks to value to the appropriate
Stakeholder
» Were value metrics identified and
included in the architecture: Y/N
– If no, get Stakeholder agreement to value
metrics until the Stakeholder approves
» Were value processes developed and
included in the architecture: Y/N
– If no, get Stakeholder approval
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Continuing without value ownership &
tracking is a critical exception and calls
into question the value expectation

30. © The Open Group, 2017
EA & GRC Benefit
» Value & Benefit Realization is the foundation of good
Enterprise Architecture
» Best practice implementation governance is worried
about Value
– Clarity of expected Value
– Clarity of what work delivers the Value
– Clarity of what restrictions (architecture specifications) protect
the Value
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31. © The Open Group, 2017
Governance Reporting
» Governance reporting plays a significant role in building confidence for decision-makers
– provides a real opportunity to reap the benefits of the good practice that exists within companies.
» Characteristics of good governance reports are:
– Inclusion of a standard set of disclosures – related to events of interest, risks, or challenges faced
by the architecture effort and the Enterprise
– Not customizing the needs of a specific Stakeholder or a decision-maker, but addressing the
concerns of the Enterprise and inter-dependent efforts
– Dealing with sensitive aspects of the Enterprise context, interests of individuals, and board
concerns
– Parameters that drives completeness and confidence
– Looking ahead at issues that could impact the architecture or achievement of the future state
realizing value
» Governance reporting is similar to an investor relationship letter.
– Present facts, be objective
– Set a cadence. Keep it short and crisp. Focus attention to what is pertinent and relevant
– Maintain confidence of the Stakeholders to continue investing in the change.
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32. © The Open Group, 2017
Conclusion
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33. © The Open Group, 2017
Without Governance we are wasting our time
» “How do you get Management support?”
comes down to governance
– Governing creation
– Governing change
– Governing value
» Think about the Leadership’s problem
– Does the target represent what is wanted & the
change required?
– Is the change initiative doing what is expected?
– Is the change delivering the value expected?
You don’t get Management support for your idea
You provide support to Management for their idea
Focused on Value Realization
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Governance: Foundational EA Capability
Applies to every purpose
Applies to Creation & Change

34. © The Open Group, 2017
World Class & TOGAF
» Use TOGAF as it was designed
A framework of essential scaffolding
» Govern the target architecture
– Approval by the Stakeholder
– Views that explain by Concern
» Govern the implementation
– Does it follow the documented
architecture?
– Three choices
1. Change the architecture
2. Change the implementation
3. Avoid the hard decision
» Govern value delivery
– Are you getting what was expected?
» Governing the architecture team
– Skill, tools & process
» We saw four essential challenges:
– configuring your EA team aligned to
purpose and operational needs
Leader’s Guidance
– developing and using enterprise
architecture aligned to purpose and
operational needs
Practitioners’ Guidance
– governing creation of architecture, the
EA team, and most importantly change
Governor’s Guidance
– using different standards and reference
tools to accelerate your work
Digital Transformation: Strategy to
Implementation
Drawn from our work developing high-
functioning EA Teams
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35. © The Open Group, 2017
Q & A
Thank You!
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36. Copyright © The Open Group 2017
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Thank you for your attention
I hope you have a great event with us …