I’ve been in the IT Industry for 20 plus years and have been a certified and practising Enterprise Architect for over a decade.
So trust me when I say I have tested many strategy and enterprise architecture tools and techniques. I am here today to tell you about nine (9) super valuable tricks to keep in your bag.
Are we real wizards, or are we just those annoying ivory tower dwellers telling everyone their technical documents are crap? Well, the good ones, the real Enterprise Architects, not the ‘enterprising ones,‘ have a remarkable ability to demonstrate the value of their skills and experience by utilising several demonstrable architecture tools.
So what Enterprise Architecture tools are the most valuable? Keep reading to find out.
The Enterprise Architecture tools that are most valuable:
1. Strategic Planning Approach
There are many approaches to developing strategies on the market. Still, the ones that I use regularly and genuinely believe are tried and true are Stratgyzer’s Value Proposition and Business Model Canvases. The Open Group’s Business Motivation Model Specification and JourneyOne’s Summit Planning Approach (powered by Jibility).
2. Operating Model Canvas
I constantly hear that most organisations fixate on the org structure instead of the entire op model. An operating model consists of six key elements; Process (value chain), Organisational Structure, Location, Information, Suppliers and Management Systems. Business Architects are expected to know how to document an enterprise. Therefore we must focus on all domains to get a clear understanding. The Operating Model Canvas is a means to tell the organisation’s story on one page.
3. Application Portfolio
To quote techopedia, an Application Portfolio is ‘…an organisation’s collection of software applications and software-based services, which it uses to attain its goals or objectives.‘ This is definitely in the top three(3) on my list. To be bold, I would say that 99.9% of organisations would benefit from a detailed application portfolio that is updated regularly. An organisation’s systems can either detract from its profits or affect its bottom line. Therefore good strategic planning must include a cyclical review of which applications can be decommissioned or retired.
(For more guidance, refer to TOGAF’s artifact description for an application portfolio)
4. Business Function Map
Suppose you map out all the functions that exist in the organisation. This provides a unique way of identifying all the existing synergies and opportunities for development. Without it, duplications will grow organically without this reference model. For example, each business function duplicates customer management and purchases its own Customer Relationship Management (CRM) system to keep track of the same customer. Do you really want six different business functions spamming this one customer at once? It looks terribly unprofessional to this customer. Know your business, and stop duplication where it is not required.
5. Business Capability Models
Do you know off the top of your head what your organisation does? If your answer is no, capability-based planning should be right up your alley. Capabilities tell you what you do, the processes, people, information and technology/assets that make up your organisation. Understanding business capabilities and how to model them is a superpower in defining your strategic direction.
6. Technical Reference Model
Documenting what technology components exist in your organisation is valuable because it helps you understand how all your technical systems interoperate and what functions they perform. Establishing such a picture provides a detailed and layered breakdown (classification) of all your infrastructure and the underlying platform interfaces necessary to use applications.
7. Principles
Principles are the glue that holds your strategic, business and operational plans together. Architectural principles define the underlying rules and provide guidelines for using and deploying IT resources. They are instrumental in developing a decision-making enterprise architecture framework and giving executives the power to make informed decisions about all things IT. Principles should be embedded in requirements and enforced to ensure strategic alignment.
8. SMART Objectives
Whilst developing a strategy, you should aim to define SMART (Specific, Measurable, Attainable, Relevant and Time-bound) Objectives. Otherwise, your strategic vision is a fluffy statement that will be replaced next year when another consultancy sells you its pretty flyer. I don’t mean to be harsh, but your employees want to believe in your vision. Give them a direction embedded into the annual business planning process that is executable and measurable.
9. Facilitation Skills
Learning how to translate technical jargon into everyday speech is a valuable skill. Empathising with your non-technical colleagues, understanding their perspectives, and user-focused articulation should always be your default. I recommend utilising Design Thinking and Human Centred Design practices.
Final Thoughts
Learn about the above tools, approaches and methods. Execute these Enterprise Architecture tools well and test them in your organisation. The real value comes from providing this information to executives and empowering them to make evidence-based decisions.
In conclusion
Enterprise Architecture as a discipline has an enormous bag of tricks and is valuable when the right tools are used at the right time and just enough. Used well and for the right audience can guide and lead to positive transformational change.
What do you think are the most valuable Enterprise Architecture tools? I’d love to hear your thoughts. Please comment below.
If you want to discuss these tools further, send me a line here.