Advanced Enterprise Architecture

Enterprise Architecture Professionals

This course is the last of three courses in the Carnegie Mellon University Enterprise Architecture Certification Program offered by EA Fellows.

An enterprise architecture framework such as Scott Bernard’s EA³ Cube, TOGAF or Zachman is a tool to align strategy, business and technology (“EA = S + B + T”). It is built up from many different artifacts, such as the Strategy Plan, SWOT analysis, Operating Scenarios, Process Models, Data Entity Schemas, Data Models, Use Cases, Investment Business Cases, Workforce plans, …

But how do you use such an enterprise architecture, how do you run an EA team and EA competence center (EACC), and how do you improve the maturity of enterprise architecture throughout your company ? These topics are the key subjects of this workshop, and some of the typical questions that will be answered here are:

  • How can you show the advantages of having an enterprise architecture ? What is the added value of EA ?
  • Where and how do you start with building an enterprise architecture ?
  • What is the lifecycle of an EA ?
  • (How) Can you assess the maturity of your EA ?
  • What are the roles and responsibilities of an EA team and of the chief enterprise architect ?
  • How can you link EA to other governance processes such as capital planning, program management and HRM ?
  • How do you use EA in project management, outsourcing or with mergers & acquisitions ?

About this Workshop:

This “Advanced EA Concepts” workshop builds upon prior knowledge of EA concepts and practices, e.g. gained in

This specific workshop is intended to build expertise in managing EA programs, establishing/leading EA teams, winning EA work, delivering EA products, and using EA to improve mission performance. Although it is not absolutely necessary to have attended the 2 workshops above, it is required that participants understand the EA³ Cube, and have read the book on EA³ by Scott Bernard.

The course will also cover advanced concepts on linking EA to other governance processes, including capital planning, program management, security, and human resources management (HRM).

Why should you attend this Advanced Enterprise Architecure workshop ?

Following this workshop, participants will have an advanced understanding of EA concepts and practices, and should be able to more successfully establish and lead EA teams and projects in the public and private sector, as well as develop project proposals and gain/maintain customer and stakeholder confidence and support. This will result in improved EA program success, higher quality EA documentation products, improved communication with EA clients and stakeholders, and increased EA value delivery.

Participants who have attended all 3 workshops and passed two exams, will attain the “Certified Enterprise Architect” certification from CMU.

Who Should Attend this Advanced Enterprise Architecture Workshop ?

This workshop is useful for anyone who is involved in enterprise architecture, particularly those involved in EA planning, EA program management, EA implementation, EA governance or EA auditing.

This includes, but is not restricted to Business Executives, Program Managers, Technology Managers, Project Managers and Technical Staff who want to gain an understanding of how to run EA programs.

This four-day course is intended to build experience in managing EA programs, establishing/leading EA teams, winning EA work, delivering EA products, and using EA to improve mission performance. The course will also cover advanced concepts on linking EA to other governance processes, including capital planning, program management, security, and human resources management.

  • Implementing Standards and Profiles
    • Standards for EA and for Service-Oriented Architectures (WS-*, REST, …)
    • EA standards for government
    • CMU’s EA Audit Model
    • EA Profiles and reference models
  • Implementing the EA Value Scorecard
    • Determining the value of doing EA
    • 5 value areas:
      • strategic alignment (achieving strategic goals)
      • managing change
      • improving business performance
      • improving service delivery
      • controlling technology costs
    • Which value area(s) do you want to tackle with your EA ?
    • Additional areas of value generated by EA
    • Measuring the value of your EA Program
  • Developing the EA Management & Transition Plan
    • Purpose of the EA Management & Transition Plan
    • Example EA Management Plan
    • Current Architecture Descriptions
    • Future Architecture Descriptions
  • Using EA information for planning and decision making
    • Use in Strategic & Scenario Planning
    • Use in Investment Decision Making
    • Use in Project Management
    • Use in IT Security Planning
    • Use in Workforce Planning and Outsourcing
  • EA program management overview
    • EA Program Focus and Scope
    • EA Program Roles and Responsibilities
    • The EA program critical success factors
    • Gaining and maintaining customer support: your EA Communications Plan
    • Development and use of your EA Business Case
    • Enterprise Architecture as Strategy (based on the book by Ross, Weill and Robertson)
    • Discussion of EA as Strategy for e.g. Delta Airlines and Antwerp Airways
  • EA Program Area 1: Performance objectives and metrics
    • Determining EA Program Objectives
    • Integration of EA and IT Governance
    • Measuring EA Program Performance using EVM (Earned Value Management)
    • Determining EA Program Risk and Developing Mitigation Strategies
  • EA Program Area 2: Budgets for your EA Program
    • Developing EA Program Budgets
    • Using Business Cases for EA Program Budgets
    • Adjusting EA Program Budgets
    • Showing EA Budgets in Business Cases
    • Return-on-Investment (ROI) and Net Present Value (NPV)
  • EA Program Area 3: Your EA Program Schedule
    • Developing EA Project Schedules
    • Work Breakdown Structures (WBS), Task Lists Gantt Charts and PERT Charts
    • Adjusting EA Program Schedule Baselines
  • EA Program Area 4: Staffing of your EA Program
    • Identifying EA team staffing requirements: work towards having a high-performance EA Team
    • Group dynamics: forming, storming, norming and performing team members
    • Putting your EA Team together
    • Skills requirements of your EA Team
    • What if consultants are used ?
    • Managing your EA Team
    • The role of the Chief Enterprise Architect
  • EA Program Area 5: Customer Relationship Management
    • Gaining and maintaining customer support for your EA Program
    • Managing contractor relationships
  • EA Program Area 6: Deliverables and tracking
    • Deliverables overview: EA project plan (based on the EA implementation methodology), documentation, schedule, …
    • Deliverables examples such as statement of work, project schedule and training plan
    • Coherency Management (based on the book by Doucet, Gøtze, Saha and Bernard)
  • EA Program Governance
  • EA Program Maturity, based on GAO’s EAMMF and OMB’s EAAF
  • What is the link with CMMI ?
  • EA Program Auditing example, based on the EA Audit Model (EA2M)
  • Final Exam (open book)