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services provider. Without the blueprint of a solid architecture, an organization runs the risk of losing control of the enterprise view on IT and experiencing corresponding difficulties coordinating the disparate efforts of multiple service providers. Additionally, the short-term, project-level focus of most service providers further exacerbates this problem. It is not in their short-term interest to explore all the enterprise ramifications of systems development or change, but instead rely on the client to provide this control and oversight. A solid enterprise architecture becomes a requirement for organizations wishing to leverage outsourcing, especially given the trend toward multi-vendor outsourcing, which requires greater clarity in servicelevel boundaries, delivery hand-off points, and enterprise-wide coordination. See 7 for more outsourcing considerations. Business Agility and Innovation Capacity A sound architecture simplifies the IT organization, increases its flexibility, and allows the same number of people to deliver more IT services and capability. Higher levels of IT delivery throughput and an architecture that provides leverage to subsequent investments lead to greater IT agility and flexibility. See 3 for an in-depth treatment on how to achieve an agile IT organization. Another way to look at the value of a sound EA is through its influence on innovation capacity , which refers to the capacity of IT to create new value for the enterprise in the form of new opportunities, products, and services. As IT succeeds in reducing the amount of time and money spent on IT operations, the redeployment of both human and financial IT assets to innovation creates new value for the enterprise. A demonstrable example of the power of enterprise architecture, combined with IT portfolio and project management processes, comes from Golden Gate University where IT enabled an e-business transformation of the university, taking it from a static, offline model to a dynamic, Webenabled, data-driven, online model. At the beginning of the transformation, many new significant IT and business capabilities were determined as requirements for carrying out the rapidly evolving business and educational mission. We spent many months up front, before starting a lot of new projects, defining our architectural approach and looking at key business
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process areas that would be affected and need to evolve to meet the goals of the e-business model. We assessed our current-state and planned and designed our future-state of technology, information, and business architectures in the initial key areas that would be affected first. Along with architectural design and planning, we also worked hard within the IT organization to implement an IT portfolio and project management practices for the first time. The eventual result was an estimated ten-fold increase in the number of information technology projects the university could realize in a given time frame when compared to the same time frame prior to the architectural upgrade. And the trend to greater speed has continued as the university continually leverages previously constructed architectural components to deliver new projects faster and less expensively. Three years after beginning the EA initiative, the university has fundamentally reengineered departmental and customer-facing processes and technologies in time frame order of magnitude faster than in the past. From the CIO s perspective, IT applications projects now feel almost easy. The EA investments built prior leverages current initiatives, and little to no infrastructure needs to be created. This new ability to predictably and repeatedly deliver significantly greater numbers of new initiatives has meaningfully increased the business agility of the university and its ability to adapt to changing conditions in the higher education marketplace. Communications and Transparency Communications is a critical component of every CIO s success. It is necessary for the CIO to describe the roadmap ahead for IT and how IT will enable their business strategy. The written goals, documents, diagrams, plans, and standards and policies of enterprise architecture are strong written and visual communication tools for the road ahead. These EA tools sell the vision to senior management and other stakeholders and manage expectations regarding IT investments. As an ongoing process that requires repetition and updating if learning and change are to be affected, use the tools of enterprise architecture in communications by posting them on your intranet and keep the architecture and roadmap visible to the IT organization s constituency to illuminate the road ahead and lead with your strategically aligned enterprise architecture.
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