In my previous post, I proposed Enterprise Architecture Strategy Implementation reference model. One of the key drivers of this model is Architecture Services Group (ASG). One of the fundamental requirements for any EA program to be a success is to have necessary degree of governance, without governance EA is as good as a shelf ware. My proposed model is best fit for medium size organisations (1000 – 2000 seats). I have proposed two main governing bodies:
- Architecture Services Group (ASG)
- Project Management Office (PMO)
In this Blog, I will explain how we can setup ASG and make it a success as part of EA program.
There are five key roles in Architecture Services Group:
- Enterprise Architect (Chair)
- Business Architect (Senior Business Analyst)
- Information Architect
- Applications Architect
- Infrastructure Architect
We can also invite IT (Operations) Manager to ASG group meetings to keep him abreast him with architecture development as he can provide invaluable insight into possible impacts on existing technology landscape.
First task to accomplish as part of setting up ASG is to define its Charter. Like any department, ASG needs to have defined charter in terms of its scope and operations. Following key aspects should be defined as part of the ASG charter:
- Purpose (of existence)
- Scope (of works)
- Membership (ASG Team)
- Governance & Reporting Structure
- Responsibilities
- Voting Privileges (for issues resolution)
- Operations
- Deliverables
It is very important that charter is crisp and clear in terms of scope and deliverables. ASG needs to have justification for its existence and value it delivers to the business.
Second task is to find people to join ASG group to play respective roles. We can use TOGAF skills matrix framework to identify people with right skills. Word of caution – In case you do not find 100% skilled people for formation of ASG group, do not try to put pressure on business upfront to invest more money hiring new staff from outside. Try to pick skills from the existing inventory and try to make best use of them. As time progress and ASG starts to mature, it is much easier to convince business to invest more in up-skill ASG.
Existing team leaders are always the best candidate to setup the group up-front as they are already being mandated by business as leaders of their respective domains and are respected by their peers. Key issue to understand that as EA you are trying to cast a change program on existing organisational capabilities (people, process and technology); there will be certain degree of anxiety and resistance among the staff depending upon the political landscape of the organisation. As an EA, you need to find your allies as soon as possible and water will flow downhill automatically.
Next key task is to define Service Portfolio for ASG. Define the key service offering of ASG group to projects. Enterprise Architect is the chairperson of this group and is responsible to define services these individuals going to provide to the projects so that group can be seen as strategic part of governance and alignment process. Residual of defining the services catalogue is to define ASG projects engagement model. How does the projects going to interact or hire ASG services. Key stages of interactions and deliverables needs to be mapped out. Once projects start realising business benefits of ASG services, it will help increase the scope and services portfolio of ASG.
Another very important task is to define Enterprise Architecture principles. Enterprise Architect needs to conduct workshops and go through every principle. One of the key challenges for Enterprise Architect is to manage the group members and resolve issues without hurting anyone. Once the key principles are identified, they need to be justified for their rationale and impacts. These principles need a sign-off from ICT council before being mandated within the organisation. Once signed-off, these principles become constitution for the organisation. Every IT projects need to align to these principles.
In the next Blog, I will explain how to workshop EA principles and communicate them across organisation.
Please leave comments about your own experiences about ASG or similar group. I am always keen to know how other industry Enterprise Architects are trying to resolve EA governance.
Good night
