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Joe Cheng, Enterprise Architect
By mapping how human and technical= systems use information in relation to the College=E2=80=99s mission, and = how that use will change as those systems evolve, the Enterprise Architectu= re office offers insight into how best to design and plan the College=E2=80= =99s IT resource investments.
By making the right technology and= investment choices through intentional design practices, we ensure our sol= utions are optimally aligned to stakeholder need and are intelligently arch= itected, maintainable, sustainable, equitable and inclusive.
In the following sections, for each maturity attribute, please briefly d= escribe your current state and planned changes. The links in the right colu= mn further describe each level and attribute.
Once you've reviewed each attribute, in the table below, indicate how yo= u currently see the maturity level of your EA practice. (Please place an X = on each row.)
|
2. Formed | 3. Defined | 4. Managed | 5. Improving | |
---|---|---|---|---|---|
A. Scope Definition | X | ||||
B. Engagement | X | ||||
C. Impact Assessment | X | ||||
D. Delivery | X | ||||
E. Management | X |
Examples that illustrate our current state:
Formed (2) and Defined (3) in reg= ard to position and leadership role in the organization: As a senior leader= in IT focused on strategic alignment with the organizational mission, I re= gularly represent IT to external entities, and internally on strategic init= iatives, committees and planning activities, alongside other senior leaders= throughout the organization.
Things we want to work on:
Aiming for Defined (3) Activity: = Standardize roles and deliverables for EA practice in projects.
<= /li>Aiming for Defined (3) Activity: Enable each domain in scope = to actively leverage EA resources.
Aiming for Defined (3) Activity: =
Establish wide understanding and agreement on the scope of the EA pr=
actice by stakeholders, partners, and sponsors.
Examples that illustrate our current state:
Initiating (1) Activity: By encouraging, participating in and supporting =
existing and emerging systemic change processes, I have been building infor=
mal relationships with and among stakeholders who are key to the developmen=
t of the practice of Enterprise Architecture, a practice that is necessaril=
y a highly collaborative and distributed activity in our environment.
Forming (1.5) Activity: Through b= road participation in various strategic initiatives, many leaders have beco= me aware of the EA practice and its scope, but it remains a work in progress to communicate the EA prac= tice's mission and to develop its specific value propositions for different= leadership elements.
Forming (1.5) Activity: By participating in conversations and strategic initiatives that touch= upon systemic change governance processes and issues, the EA Practice has = begun to participate in governance activities appropriate to its scope.
Things we want to work on:
Aiming for Formed (2) Activity: M= ake leaders aware of the EA practice and its scope.
Aiming for Formed (2) Acti=
vity: Enable the EA practice to par=
ticipate in existing governance processes as appropriate to its scope.
Aiming for Formed (2) Acti=
vity: Make practitioners aware of t=
he EA practice and informally engage them in it.
=
p>
Examples that illustrate our current state:
Things we want to work on:
Aiming for Formed (2) Activity: F= ocus on key high-value engagements to assess value based on stakeholder fee= dback.
Aiming for Formed (2) Activity: M=
easure the ability of the EA practice to deliver value through key engageme=
nts using qualitative assessment methods.
Examples that illustrate our current state:
Things we want to work on:
Examples that illustrate our current state:
Initiating (1) Activity: I have u= sed the EA maturity model from its earliest draft versions to discuss where= the EA practice will start and how it will mature over time.
Initiating = (1) Activity: I have been identifying the existing and potential EA contributors in the organization, with a= n eye to determining the highest priority needs for recruiting or developin= g new EA resources and capabilities.
Initiating (1) Activity: Based partly on an online webinar I took on Inno= vation Architecture, I have been building an innovation business case at va= rious levels of the organization in support of potential fundin= g for an initial commitment to the Secure Business Improvement Platform as = a foundational tool for the distributed scaled agile practice of EA through= out the organization, and for an increasingly synchronized cross-silo conti= nual improvement lifecycle for that practice.
Things we want to work on:
Aiming for Defined (2) Activity: = Encourage capability and accountability for maturing the EA practice among = existing and emerging systemic change leadership throughout the organizatio= n.
Aiming for = Defined (2) Activity: Identi= fy the resources available to the EA practice, whether they report directly= to an EA program or are distributed.
Aiming for Defined (2) Activity:&= nbsp;Regula= rly bring together the EA resources to plan future work. Appropriate tools = are in place for managing work and sharing deliverables within a Secure Bus= iness Improvement Platform.
Summary= p>
Challenges: Bootstrapping existing systemic change dynamics to introduce= innovative strides of improvement in systemic change governance.
Opportunities: Enormous depth, breadth and variety of existing subject-m= atter expertise and practical can-do experience, as well as widely shared a= nd heartfelt commitment to the mission of the organization, at all hierarch= ical levels of the organization and across all functional partitions.