# H: Architecture Change Management

## 1: Key Considerations

### 1.1 : Drivers for Change in Enterprise Architecture

| **Key Point**                           | **Description**                                                                                                                                                                                                                                                                                                                                                                                                    |
| --------------------------------------- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ |
| **Purpose of Enterprise Architecture**  | The primary goal is to provide strategic direction and facilitate top-down architecture and project generation to achieve corporate capabilities.                                                                                                                                                                                                                                                                  |
| **Existing Infrastructure**             | Enterprise Architecture operates within an existing infrastructure and business context that already provides value.                                                                                                                                                                                                                                                                                               |
| **Drivers for Change**                  | Changes to the existing infrastructure are driven by: \<ul>\<li>**Strategic, top-down directed change** to enhance or create new capabilities (capital).\</li>\<li>**Bottom-up changes** to correct or enhance existing capabilities (operations and maintenance).\</li>\<li>**Experiences from previously delivered increments** in operations management, still being delivered by ongoing projects.\</li>\</ul> |
| **Governance Role**                     | Governance must coordinate Requests for Change (RFC) and implement a lessons-learned process to address problems from recently delivered increments and inform changes to Target Architectures.                                                                                                                                                                                                                    |
| **Lessons Learned Process**             | Ensures that mistakes are addressed once and not repeated; lessons can come from any level of Enterprise Architecture (strategic, definition, transition, or project).                                                                                                                                                                                                                                             |
| **Architecture Board Responsibilities** | Assesses and approves RFCs, determining whether to approve changes or rely on Transition Architecture projects to resolve issues.                                                                                                                                                                                                                                                                                  |
| **Technology-Related Drivers**          | Technology-related Change Requests may include: \<ul>\<li>New technology reports.\</li>\<li>Asset management cost reductions.\</li>\<li>Technology withdrawals.\</li>\<li>Standards initiatives.\</li>\</ul>                                                                                                                                                                                                       |
| **Business-Related Drivers**            | Business-related Change Requests may include: \<ul>\<li>Business-as-usual developments.\</li>\<li>Business exceptions.\</li>\<li>Business innovations.\</li>\<li>Business technology innovations.\</li>\<li>Strategic change.\</li>\</ul> These often lead to a complete re-development or iteration of the architecture development cycle.                                                                        |

This table captures the essential elements and drivers for change within Enterprise Architecture, highlighting the duality of strategic and operational influences, governance responsibilities, and the importance of both technology and business factors in initiating changes.

### **1.2: Enterprise Architecture Change Management Process**

| **Key Element**                             | **Description**                                                                                                                                                                                                                                                                                                                                                                           |
| ------------------------------------------- | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- |
| **Purpose**                                 | To determine how changes in Enterprise Architecture are managed, what techniques are applied, and what methodologies are used.                                                                                                                                                                                                                                                            |
| **Filtering Function**                      | Identifies which phases of the architecture development process are impacted by changes, focusing on relevant phases only (e.g., migration changes may be less relevant).                                                                                                                                                                                                                 |
| **Change Management Approaches**            | Various methods can be utilized, such as: \<ul>\<li>**PRINCE2** (project management)\</li>\<li>**ITIL** (service management)\</li>\<li>**Catalyst** (management consultancy)\</li>\</ul>                                                                                                                                                                                                  |
| **Adaptation of Existing Processes**        | Enterprises with existing change management processes in other fields (e.g., systems development, project management) can adapt these for architecture-related changes.                                                                                                                                                                                                                   |
| **Classification of Architectural Changes** | Architectural changes can be categorized into three types: \<ul>\<li>**Simplification Change**: Handled via standard change management techniques.\</li>\<li>**Incremental Change**: May require change management techniques or partial re-architecting.\</li>\<li>**Re-architecting Change**: Involves re-running the entire architecture development cycle.\</li>\</ul>                |
| **Driving Factors for Change Types**        | \<ul>\<li>**Simplification Change**: Often driven by the need to reduce investment.\</li>\<li>**Incremental Change**: Driven by the need to extract more value from existing investments.\</li>\<li>**Re-architecting Change**: Driven by the necessity to invest more for new value creation.\</li>\</ul>                                                                                |
| **Activities for Determining Change Type**  | To assess whether a change is simplification, incremental, or re-architecting, the following activities are performed: \<ol>\<li>Registration of all events impacting architecture.\</li>\<li>Resource allocation and management for architecture tasks.\</li>\<li>Assessment by the responsible process or role for architecture resources.\</li>\<li>Evaluation of impacts.\</li>\</ol> |

This table outlines the key aspects of the Enterprise Architecture Change Management Process, providing a clear overview of its purpose, methodologies, classification of changes, driving factors, and activities involved in determining the nature of changes.

### **1.3: Enterprise Architecture Change Management Process**&#x20;

| **Key Element**                             | **Description**                                                                                                                                                                                                                                                                                                                                                                                                                                                                                               |
| ------------------------------------------- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- |
| **Purpose**                                 | To determine how changes in Enterprise Architecture are managed, what techniques are applied, and what methodologies are used.                                                                                                                                                                                                                                                                                                                                                                                |
| **Filtering Function**                      | Identifies which phases of the architecture development process are impacted by changes, focusing on relevant phases only (e.g., migration changes may be less relevant).                                                                                                                                                                                                                                                                                                                                     |
| **Change Management Approaches**            | Various methods can be utilized, such as: \<ul>\<li>**PRINCE2** (project management)\</li>\<li>**ITIL** (service management)\</li>\<li>**Catalyst** (management consultancy)\</li>\</ul>                                                                                                                                                                                                                                                                                                                      |
| **Adaptation of Existing Processes**        | Enterprises with existing change management processes in other fields (e.g., systems development, project management) can adapt these for architecture-related changes.                                                                                                                                                                                                                                                                                                                                       |
| **Classification of Architectural Changes** | Architectural changes can be categorized into three types: \<ul>\<li>**Simplification Change**: Handled via standard change management techniques.\</li>\<li>**Incremental Change**: May require change management techniques or partial re-architecting.\</li>\<li>**Re-architecting Change**: Involves re-running the entire architecture development cycle.\</li>\</ul>                                                                                                                                    |
| **Driving Factors for Change Types**        | \<ul>\<li>**Simplification Change**: Often driven by the need to reduce investment.\</li>\<li>**Incremental Change**: Driven by the need to extract more value from existing investments.\</li>\<li>**Re-architecting Change**: Driven by the necessity to invest more for new value creation.\</li>\</ul>                                                                                                                                                                                                    |
| **Activities for Determining Change Type**  | To assess whether a change is simplification, incremental, or re-architecting, the following activities are performed: \<ol>\<li>Registration of all events impacting architecture.\</li>\<li>Resource allocation and management for architecture tasks.\</li>\<li>Assessment by the responsible process or role for architecture resources.\</li>\<li>Evaluation of impacts.\</li>\</ol>                                                                                                                     |
| **Examples of Change Scenarios**            | \<ul>\<li>If a new technology or standards emerge, there may be a need to refresh the **Technology Architecture** incrementally, without altering the entire **Enterprise Architecture**.\</li>\<li>If changes occur at the infrastructure level (e.g., consolidating ten systems into one), it may not affect the overall architecture above the physical layer but will require updating the **Baseline Description** of the **Technology Architecture**, representing a simplification change.\</li>\</ul> |
| **Conditions for Refreshment Cycle**        | A refreshment cycle (partial or complete re-architecting) may be required if: \<ul>\<li>The **Foundation Architecture** needs realignment with the business strategy.\</li>\<li>Substantial changes are required in components and guidelines for architecture deployment.\</li>\<li>Significant changes in standards used in product architecture that impact end-users occur (e.g., regulatory changes).\</li>\</ul>                                                                                        |
| **Request for Architecture Work**           | If there is a need for a refreshment cycle, a new **Request for Architecture Work** must be issued to initiate another cycle.                                                                                                                                                                                                                                                                                                                                                                                 |

This enhanced table provides a comprehensive overview of the **Enterprise Architecture Change Management Process**, outlining its purpose, methodologies, classification of changes, driving factors, activities, and specific scenarios that necessitate change. It also highlights the importance of issuing a Request for Architecture Work in the case of a refreshment cycle.

## 2: Steps

### 1. Establish Value Realization Process

Establishing a Value Realization Process that leverages Enterprise Architecture (EA) for business projects is essential for ensuring that the intended benefits are achieved and that the organization maximizes its investments in architectural initiatives. Here’s a structured approach to influence business projects and facilitate value realization:

#### Step 1: Define Value Realization Objectives

**A. Align with Business Goals**

1. **Identify Strategic Goals**:
   * Work with key stakeholders to identify and articulate the organization’s strategic objectives.
   * Ensure that these goals are well understood across the organization.
2. **Establish Value Metrics**:
   * Define clear metrics that can be used to measure value realization. These could include financial metrics (ROI, cost savings), operational metrics (efficiency gains, process improvements), and customer-focused metrics (satisfaction, retention).

**B. Communicate the Value of EA**

1. **Develop Value Propositions**:
   * Create compelling value propositions that demonstrate how EA can support business goals and drive value.
   * Highlight success stories and case studies where EA has positively impacted projects or business outcomes.
2. **Engage Stakeholders**:
   * Present the value propositions to key stakeholders, including executives, project managers, and business unit leaders, to build support for leveraging EA.

#### Step 2: Integrate EA into Project Planning

**A. Embed EA in Project Lifecycle**

1. **Incorporate EA Frameworks**:
   * Ensure that EA frameworks, principles, and guidelines are integrated into the project management methodologies used within the organization.
   * Utilize EA tools to facilitate project planning and design.
2. **Early Engagement**:
   * Engage with project teams early in the project lifecycle to identify how EA can contribute to project success and align with organizational goals.

**B. Facilitate Collaborative Planning**

1. **Joint Workshops**:
   * Conduct collaborative workshops with project teams to explore how EA can be utilized in their initiatives.
   * Encourage brainstorming sessions to identify potential benefits and outcomes.
2. **Define Value Streams**:
   * Work with project teams to map out value streams and identify how EA can help optimize them.
   * Use value stream mapping to visualize the flow of value and identify opportunities for improvement.

#### Step 3: Monitor and Measure Value Realization

**A. Establish Measurement Framework**

1. **Define KPIs**:
   * Establish key performance indicators (KPIs) to track the effectiveness of EA in delivering value.
   * Ensure that KPIs are aligned with the defined value metrics and business goals.
2. **Create Reporting Mechanisms**:
   * Develop regular reporting mechanisms to provide updates on value realization efforts.
   * Use dashboards or scorecards to present KPIs in a visually appealing and accessible format.

**B. Conduct Regular Reviews**

1. **Schedule Review Meetings**:
   * Hold regular review meetings with project teams to discuss progress, challenges, and value realization outcomes.
   * Encourage open dialogue and collaboration to address any issues or barriers.
2. **Adjust Strategies**:
   * Be prepared to adjust strategies and approaches based on feedback and performance data.
   * Foster a culture of continuous improvement by encouraging teams to innovate and experiment.

#### Step 4: Foster a Culture of Value Realization

**A. Promote Value-Driven Mindset**

1. **Train and Educate**:
   * Provide training and educational resources to project teams on the principles of EA and its role in value realization.
   * Promote understanding of how EA can be a strategic asset in achieving business objectives.
2. **Recognize and Reward**:
   * Establish recognition programs that reward teams for successfully leveraging EA to drive value.
   * Celebrate successes and share stories within the organization to motivate others.

**B. Build a Community of Practice**

1. **Establish EA Community**:
   * Create a community of practice for EA practitioners and project teams to share experiences, lessons learned, and best practices.
   * Facilitate knowledge sharing through regular meetings, forums, and collaboration tools.
2. **Encourage Cross-Functional Collaboration**:
   * Promote collaboration between business units and IT to ensure alignment and shared understanding of value realization goals.
   * Facilitate cross-functional teams to work on projects that require a holistic view of the organization.

By establishing a comprehensive Value Realization Process that leverages Enterprise Architecture, organizations can ensure that business projects are aligned with strategic goals, optimize the use of architectural resources, and achieve tangible outcomes. This structured approach not only influences business projects to utilize EA effectively but also fosters a culture of continuous improvement and value creation throughout the organization.

### 2. Deploy Monitoring Tools

Deploying monitoring tools is critical for maintaining the effectiveness of the Enterprise Architecture (EA) and ensuring alignment with business objectives. Here’s a structured approach to deploying monitoring tools that enable tracking technology and business changes, assessing business value, and evaluating the overall health of the EA framework:

#### Step 1: Define Monitoring Objectives

**A. Identify Key Areas for Monitoring**

1. **Technology Changes**:
   * Monitor technology advancements and shifts that may impact the Baseline Architecture (e.g., new software, hardware updates, cloud solutions).
2. **Business Changes**:
   * Track organizational changes, market trends, and regulatory requirements that could affect the Baseline Architecture.
3. **Business Value Tracking**:
   * Define methods to assess the value generated from investments made in EA and technology initiatives.
4. **EA Capability Maturity**:
   * Establish criteria to evaluate the maturity of the Enterprise Architecture Capability.
5. **Asset Management Programs**:
   * Track and assess the performance of asset management programs to ensure alignment with strategic goals.
6. **Quality of Service (QoS)**:
   * Monitor performance metrics related to the Quality of Service to ensure that IT services meet organizational standards.
7. **Business Continuity Requirements**:
   * Determine and monitor business continuity requirements to ensure resilience in operations.

#### Step 2: Select Appropriate Monitoring Tools

**A. Tool Evaluation Criteria**

1. **Integration Capabilities**:
   * Ensure that monitoring tools can integrate seamlessly with existing systems and data sources.
2. **Customization and Flexibility**:
   * Look for tools that can be customized to fit the organization’s specific monitoring needs.
3. **Real-Time Monitoring**:
   * Select tools that provide real-time monitoring capabilities for timely insights.
4. **Reporting and Analytics**:
   * Choose tools that offer robust reporting and analytics features for in-depth analysis.
5. **User-Friendliness**:
   * Consider the usability of the tools to ensure that they can be effectively utilized by the team.

**B. Recommended Tools**

* **Technology Change Monitoring**:
  * Tools like **Gartner** or **Forrester** for technology trends and impact analysis.
* **Business Change Monitoring**:
  * **Market Research Tools** (e.g., **Statista**, **IBISWorld**) to track industry trends.
* **Business Value Tracking**:
  * **Balanced Scorecard** or **ROI analysis tools** (e.g., **Tableau**, **Power BI** for visualization).
* **EA Capability Maturity Assessment**:
  * Tools like **CMMI** (Capability Maturity Model Integration) frameworks.
* **Asset Management Tracking**:
  * **IT Asset Management Tools** (e.g., **ServiceNow**, **ManageEngine**).
* **QoS Monitoring**:
  * **Application Performance Monitoring (APM)** tools (e.g., **Dynatrace**, **New Relic**).
* **Business Continuity Tracking**:
  * **Business Continuity Management Software** (e.g., **Fusion Risk Management**, **Quantivate**).

#### Step 3: Implement Monitoring Tools

**A. Deployment Process**

1. **Pilot Testing**:
   * Start with a pilot implementation of selected monitoring tools in a controlled environment to assess effectiveness and gather feedback.
2. **Full-Scale Deployment**:
   * Roll out the tools across the organization, ensuring that all relevant teams are involved and trained in their usage.
3. **Integration with Existing Systems**:
   * Ensure seamless integration of monitoring tools with existing IT systems and processes.

**B. User Training and Support**

1. **Conduct Training Sessions**:
   * Organize training sessions for staff on how to use the monitoring tools effectively.
2. **Provide Documentation**:
   * Create user manuals and documentation to facilitate ongoing support and troubleshooting.

#### Step 4: Establish Monitoring Framework

**A. Develop Monitoring Metrics**

1. **Define KPIs**:
   * Establish key performance indicators (KPIs) for each monitoring objective to measure success and effectiveness.
2. **Regular Reporting Schedule**:
   * Set up a reporting schedule for regular updates on monitoring results to key stakeholders.

**B. Continuous Improvement**

1. **Feedback Loop**:
   * Implement a feedback mechanism to gather insights from users on the effectiveness of the monitoring tools.
2. **Iterate and Optimize**:
   * Continuously review and optimize monitoring processes based on feedback and changing business needs.

#### Step 5: Review and Assess

**A. Regular Evaluation**

1. **Conduct Regular Assessments**:
   * Schedule periodic assessments to review the effectiveness of the monitoring tools and processes in achieving business objectives.
2. **Adjust Monitoring Strategies**:
   * Be prepared to adjust strategies based on findings from evaluations and emerging business or technology trends.

Deploying monitoring tools to track technology and business changes, business value, and various performance metrics is essential for ensuring the ongoing success of the Enterprise Architecture framework. By following this structured approach, organizations can effectively utilize these tools to realize their business objectives and maintain alignment with their strategic goals.

### 3. Manage Risks

Managing risks within the context of Enterprise Architecture (EA) is crucial for ensuring that the architecture aligns with the organization’s strategic objectives while minimizing potential disruptions. Here’s a structured approach to managing EA risks and providing recommendations for IT strategy:

#### Step 1: Identify EA Risks

**A. Types of Risks**

1. **Technology Risks**:
   * Rapid technological changes that can outdate existing systems.
   * Vendor lock-in due to reliance on specific technologies.
2. **Process Risks**:
   * Inefficiencies in processes due to outdated or poorly integrated systems.
   * Lack of standardization leading to inconsistency in project execution.
3. **Compliance Risks**:
   * Non-compliance with regulations or standards impacting business operations.
   * Risks associated with data privacy and security.
4. **Resource Risks**:
   * Shortage of skilled personnel to implement and maintain EA initiatives.
   * Budget constraints affecting project delivery and resource allocation.
5. **Business Risks**:
   * Misalignment between IT initiatives and business goals.
   * Resistance to change from stakeholders or organizational culture.

#### Step 2: Assess Risks

**A. Risk Evaluation Criteria**

1. **Impact Analysis**:
   * Evaluate the potential impact of each risk on the organization’s operations, finances, reputation, and compliance.
2. **Likelihood Assessment**:
   * Assess the probability of each risk occurring, categorizing them as low, medium, or high.
3. **Risk Matrix**:
   * Create a risk matrix to visualize the relationship between impact and likelihood, helping prioritize risks.

#### Step 3: Develop Risk Mitigation Strategies

**A. Mitigation Approaches**

1. **Risk Avoidance**:
   * Alter plans to eliminate the risk or protect objectives from its impact.
2. **Risk Reduction**:
   * Implement measures to reduce the likelihood or impact of risks, such as adopting best practices in project management.
3. **Risk Transfer**:
   * Transfer the risk to a third party, such as outsourcing certain functions or purchasing insurance.
4. **Risk Acceptance**:
   * Accept the risk when the potential impact is low and the costs of mitigation are not justified.

#### Step 4: Monitor and Review Risks

**A. Establish a Risk Management Framework**

1. **Continuous Monitoring**:
   * Implement ongoing monitoring mechanisms to track identified risks and detect new risks early.
2. **Risk Review Meetings**:
   * Schedule regular risk review meetings with stakeholders to assess the status of risks and effectiveness of mitigation strategies.

#### Step 5: Provide Recommendations for IT Strategy

**A. Align IT Strategy with Business Goals**

1. **Ensure Strategic Alignment**:
   * Ensure that the IT strategy supports business objectives and includes clear performance metrics.
2. **Invest in Emerging Technologies**:
   * Recommend investments in technologies that align with business goals, enhance efficiency, and drive innovation.
3. **Enhance Skills and Capabilities**:
   * Invest in training and development programs to equip staff with necessary skills and knowledge to manage EA effectively.
4. **Promote Agile Methodologies**:
   * Encourage the adoption of agile methodologies to improve flexibility and responsiveness to changing business needs.
5. **Strengthen Governance and Compliance**:
   * Implement robust governance frameworks to ensure compliance with regulations and internal policies.

#### Step 6: Document and Communicate

**A. Risk Management Report**

1. **Create a Comprehensive Report**:
   * Document all identified risks, assessments, mitigation strategies, and recommendations in a clear and structured report.
2. **Communicate with Stakeholders**:
   * Share the risk management report with key stakeholders to ensure transparency and foster a culture of risk awareness.

By systematically identifying, assessing, and managing risks within the Enterprise Architecture framework, organizations can minimize disruptions, ensure compliance, and align IT strategy with business objectives. Regular reviews and communication with stakeholders are essential for maintaining a proactive approach to risk management and adapting to the evolving business landscape.

### 4. Provide Analysis for Architecture Change Management

#### Analysis for Architecture Change Management

Effective architecture change management is vital to ensure that modifications to the Enterprise Architecture (EA) align with organizational goals, deliver value, and maintain service levels. Below is a comprehensive analysis framework for managing architecture changes.

***

#### 1. Analyze Performance

**A. Key Performance Indicators (KPIs)**

* **System Availability**: Measure uptime and downtime of critical systems.
* **Response Times**: Track the average response time for key services.
* **Throughput**: Assess the volume of transactions processed in a given time frame.
* **User Satisfaction**: Gather feedback from users regarding system usability and performance.
* **Cost Efficiency**: Evaluate the cost per transaction or service delivered.

**B. Performance Benchmarking**

* Compare performance metrics against industry standards and best practices.
* Identify trends over time to assess improvements or degradations in performance.

***

#### 2. Conduct Enterprise Architecture Performance Reviews with Service Management

**A. Review Framework**

* **Scheduled Reviews**: Conduct regular reviews (quarterly or bi-annually) involving stakeholders from service management, IT, and business units.
* **Metrics Evaluation**: Analyze KPIs and performance data gathered from monitoring tools and service management platforms.

**B. Discussion Topics**

* **Achievements**: Review successes in meeting architectural goals and delivering value.
* **Challenges**: Identify areas where performance fell short and discuss underlying causes.
* **Action Items**: Develop action plans to address performance gaps and improve service delivery.

***

#### 3. Assess Change Requests and Reporting

**A. Change Request Evaluation**

* **Impact Analysis**: Assess the impact of each change request on existing architecture, including dependencies, potential risks, and resource requirements.
* **Value Realization**: Determine how the proposed change aligns with expected business outcomes and value metrics.

**B. Service-Level Agreement (SLA) Compliance**

* **SLA Metrics**: Ensure that changes meet established SLA targets, such as response times, availability, and service quality.
* **Reporting**: Create reports summarizing change requests, their impact on SLAs, and any deviations from expected service levels.

***

#### 4. Undertake a Gap Analysis of Enterprise Architecture Performance

**A. Identify Gaps**

* **Current vs. Target State**: Compare current architectural performance against defined target states or best practices.
* **Capability Assessment**: Evaluate the capabilities of the current architecture to support business processes and goals.

**B. Analyze Findings**

* **Root Cause Analysis**: Investigate underlying reasons for performance gaps, such as outdated technologies, inadequate processes, or skill shortages.
* **Opportunities for Improvement**: Identify areas where enhancements can be made, including process reengineering or technology upgrades.

***

#### 5. Ensure Change Management Requests Adhere to Enterprise Architecture Governance and Framework

**A. Governance Framework**

* **Change Management Process**: Ensure all change requests follow a defined process, including submission, evaluation, approval, and implementation.
* **Stakeholder Involvement**: Involve relevant stakeholders, including architects, business leaders, and service management teams, in the review and approval process.

**B. Compliance Checks**

* **Documentation**: Ensure that all change requests are documented, including their rationale, expected outcomes, and alignment with architectural principles.
* **Audit and Review**: Regularly audit change management processes to ensure compliance with governance policies and frameworks.

***

A robust architecture change management process is essential for ensuring that changes to the Enterprise Architecture are strategically aligned, deliver expected value, and adhere to established governance frameworks. Regular performance reviews, thorough assessment of change requests, and gap analysis are critical components of this process, enabling organizations to respond effectively to changing business needs while maintaining service quality and compliance with SLAs. This proactive approach supports continuous improvement and enhances the overall effectiveness of the Enterprise Architecture.

### 5. Develop Change Requirements to Meet Performance Targets

#### Developing Change Requirements to Meet Performance Targets

To effectively meet performance targets, it is essential to identify and articulate specific change requirements. These requirements should focus on enhancing systems, processes, and capabilities to align with organizational goals and improve overall performance. Below is a structured approach to develop these change requirements and provide actionable recommendations.

***

#### 1. Define Performance Targets

**A. Establish Key Performance Indicators (KPIs)**

* **System Availability**: Aim for 99.9% uptime for critical systems.
* **Response Times**: Set a target of under 2 seconds for user-facing applications.
* **Transaction Throughput**: Define volume targets based on historical data and future growth projections.
* **User Satisfaction Score**: Target a minimum satisfaction rating of 85% from user surveys.

**B. Benchmarking**

* Compare current performance metrics against industry standards and best practices to identify gaps.

***

#### 2. Identify Change Requirements

**A. Technical Changes**

* **System Upgrades**: Upgrade hardware and software to improve processing power and reliability.
* **Performance Optimization**: Optimize databases, applications, and network configurations to enhance speed and efficiency.
* **Cloud Migration**: Consider migrating to cloud-based solutions to improve scalability and availability.

**B. Process Improvements**

* **Agile Methodologies**: Implement Agile development practices to enhance flexibility and responsiveness to changes.
* **Automated Monitoring**: Introduce automated monitoring tools to track performance in real-time and respond to issues proactively.
* **Streamlined Workflows**: Redesign workflows to eliminate bottlenecks and improve efficiency.

**C. Skills Development**

* **Training Programs**: Develop and implement training programs to upskill staff in new technologies and best practices.
* **Cross-Functional Teams**: Establish cross-functional teams to foster collaboration and knowledge sharing between departments.

***

#### 3. Develop Position to Act

**A. Prioritize Change Requirements**

* **Impact Assessment**: Evaluate the potential impact of each change requirement on performance targets.
* **Feasibility Analysis**: Assess the feasibility of implementing each change in terms of cost, time, and resource availability.

**B. Implementation Roadmap**

* **Short-Term Changes (0-6 months)**:
  * Quick wins such as process improvements and minor technical upgrades that require minimal investment.
* **Medium-Term Changes (6-12 months)**:
  * Implement system upgrades and begin training programs for staff.
* **Long-Term Changes (1-2 years)**:
  * Major initiatives such as cloud migration or comprehensive system overhauls that require extensive planning and resource allocation.

**C. Establish Governance and Oversight**

* **Change Management Framework**: Develop a governance framework to oversee the implementation of change requirements.
* **Stakeholder Engagement**: Involve key stakeholders in decision-making and keep them informed of progress and outcomes.

***

#### 4. Monitor and Measure Effectiveness

**A. Performance Tracking**

* Set up metrics to measure the effectiveness of implemented changes against established performance targets.

**B. Continuous Improvement**

* Conduct regular reviews of performance data and user feedback to identify further areas for improvement.
* Adjust change requirements and implementation strategies as necessary to ensure ongoing alignment with organizational goals.

***

By defining clear performance targets and developing comprehensive change requirements, organizations can enhance their capabilities and improve overall performance. Implementing the identified changes, prioritizing based on impact and feasibility, and establishing a governance framework will ensure a structured approach to meeting performance goals. Regular monitoring and a commitment to continuous improvement will further support the organization's ability to adapt and thrive in a dynamic environment.

### 6. Manage Governance Process

#### Managing Governance Process for Architecture

Effective governance is crucial for ensuring that the enterprise architecture aligns with business objectives and maintains its integrity throughout its lifecycle. This involves establishing a framework and processes for decision-making, oversight, and accountability. Here’s how to manage the governance process and framework for architecture, including organizing meetings for the Architecture Board or other governing councils.

***

#### 1. Establish Governance Framework

**A. Define Governance Structure**

* **Architecture Board Composition**: Identify members of the Architecture Board, including stakeholders from various business units, IT, and enterprise architecture teams.
* **Roles and Responsibilities**: Clearly outline the roles and responsibilities of board members, including decision-making authority, oversight duties, and reporting requirements.

**B. Develop Governance Policies**

* **Change Management Policy**: Create a policy for managing changes in technology and business processes, including criteria for evaluating changes.
* **Dispensation Procedures**: Establish procedures for requesting dispensations or exceptions to existing architecture standards and guidelines.

***

#### 2. Schedule Architecture Board Meetings

**A. Meeting Preparation**

* **Define Objectives**: Set clear objectives for each meeting, focusing on evaluating proposed changes and dispensations.
* **Gather Relevant Materials**: Collect and distribute materials in advance, including:
  * Current architecture documents
  * Proposed changes and their implications
  * Performance metrics and impact assessments
  * Risk assessments related to changes

**B. Schedule Regular Meetings**

* **Frequency**: Determine the frequency of meetings (e.g., monthly, quarterly) based on the pace of changes and organizational needs.
* **Agenda Setting**: Create an agenda that includes:
  * Review of previous meeting minutes
  * Updates on ongoing projects
  * Discussion of proposed changes and dispensations
  * Open floor for additional items

***

#### 3. Conduct Architecture Board Meetings

**A. Facilitate Discussions**

* **Review Proposals**: Discuss proposed changes to technology or business processes, focusing on their alignment with the architecture vision and business goals.
* **Evaluate Impacts**: Assess the potential impacts of proposed changes on current architecture, including risks, costs, and benefits.

**B. Decision-Making**

* **Voting on Changes**: If necessary, conduct a vote on whether to approve, modify, or reject proposed changes and dispensations.
* **Document Decisions**: Ensure all decisions are documented, including rationale for approvals or rejections.

**C. Assign Action Items**

* **Follow-Up Actions**: Assign specific action items to board members or relevant stakeholders for further exploration or implementation of decisions made.
* **Deadlines**: Set clear deadlines for completing action items and follow up in subsequent meetings.

***

#### 4. Post-Meeting Actions

**A. Communicate Outcomes**

* **Meeting Minutes**: Prepare and distribute meeting minutes that summarize discussions, decisions, and action items to all relevant stakeholders.
* **Feedback Loop**: Create a feedback loop for stakeholders to express concerns or suggestions regarding decisions made by the Architecture Board.

**B. Monitor Implementation**

* **Action Item Tracking**: Establish a system to track the progress of action items assigned during the meetings.
* **Performance Metrics**: Monitor the effectiveness of implemented changes against established performance metrics to ensure alignment with governance goals.

***

Managing the governance process and framework for architecture is essential for ensuring that changes are effectively evaluated and aligned with business objectives. By establishing a structured approach to meetings, decision-making, and follow-up actions, the Architecture Board can provide strong oversight and maintain the integrity of the enterprise architecture. Regular communication and monitoring will further enhance the governance process, facilitating continuous improvement and value realization.

### 7. Activate the Process to Implement Change

Implementing changes within the architecture involves a structured process that ensures all adjustments are carefully planned, documented, and aligned with organizational goals. Here’s how to activate this process effectively:

***

#### 1. Produce a New Request for Architecture Work (RFAW)

**A. Define the Change Request**

* **Identify the Need for Change**: Clearly outline the reasons for the proposed change, including the problem it addresses and the expected benefits.
* **Detail the Proposed Architecture Work**: Provide a comprehensive description of the work required to implement the change, including:
  * Scope and objectives
  * Stakeholders involved
  * High-level requirements and deliverables

**B. Prepare the RFAW Document**

* **Template Utilization**: Use a standard template for Requests for Architecture Work to ensure consistency.
* **Include Key Components**:
  * Title of the request
  * Description of the change
  * Justification and expected business value
  * Estimated timeline and resource requirements
  * Risk assessment and mitigation strategies
  * Alignment with organizational objectives and existing architecture

**C. Obtain Approvals**

* **Review Process**: Circulate the RFAW among relevant stakeholders for feedback and revisions.
* **Approval from Architecture Board**: Present the finalized RFAW to the Architecture Board for formal approval.

***

#### 2. Request for Investment

**A. Justify Investment**

* **Cost-Benefit Analysis**: Conduct a thorough analysis to justify the investment required for the change, including:
  * Detailed cost estimates (capital and operational)
  * Expected benefits (financial and non-financial)
  * ROI projections

**B. Prepare Investment Request Document**

* **Document Structure**: Create a formal investment request that includes:
  * Overview of the RFAW and change requirements
  * Financial projections (cost, benefits, ROI)
  * Risks associated with the investment
  * Alternative options considered

**C. Submit for Approval**

* **Present to Decision-Makers**: Share the investment request with executive stakeholders for review and approval.
* **Follow-Up**: Address any questions or concerns raised by stakeholders during the review process.

***

#### 3. Implement the Change

**A. Plan the Implementation**

* **Develop an Implementation Plan**: Outline detailed steps for executing the change, including:
  * Roles and responsibilities
  * Timeline with milestones
  * Resource allocation

**B. Execute Change**

* **Project Management**: Initiate the change process according to the implementation plan.
* **Communication**: Keep stakeholders informed about progress, challenges, and changes to the plan.

***

#### 4. Document Changes in the Architecture Repository

**A. Update Architecture Artifacts**

* **Capture All Changes**: Document all changes made during the implementation phase in the Architecture Repository, including:
  * Updated architecture models
  * Revised documentation (e.g., architecture definition documents, impact assessments)
  * Relevant diagrams and visual representations

**B. Ensure Accessibility**

* **Repository Management**: Ensure that updated documents are accessible to all stakeholders and integrated into the existing architecture management processes.
* **Version Control**: Implement version control to track changes over time and maintain historical records.

***

#### 5. Review and Monitor Changes

**A. Conduct Post-Implementation Review**

* **Evaluate Effectiveness**: Assess the success of the change against predefined objectives and performance metrics.
* **Gather Feedback**: Solicit feedback from stakeholders involved in the implementation process.

**B. Continuous Improvement**

* **Lessons Learned**: Document lessons learned during the change process to inform future architecture work.
* **Iterate as Necessary**: Be prepared to make further adjustments based on feedback and evaluation outcomes.

***

By systematically activating the process to implement change through well-defined requests for architecture work and investment, organizations can ensure that changes are effectively managed, documented, and aligned with overall enterprise architecture goals. This structured approach not only facilitates smoother transitions but also enhances the value realization of architectural changes.
