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ContentsThe Guide to Careers in Enterprise Architecture.........................................................................................2

Abstract...................................................................................................................................................2

Brief Overview.........................................................................................................................................2

Roles in Architecture...............................................................................................................................2

Overview of Roles................................................................................................................................2

Competency Descriptions....................................................................................................................2

Skill level Descriptions -SFIA, competency and skill.............................................................................7

Persona competency matrices (by career levels)................................................................................9

Evolving As an Architect..........................................................................................................................9

Where are you on the journey?...........................................................................................................9

Relationships and collaboration points (architects to non architects).............................................109

Certifications and Education..............................................................................................................10

Patterns of Enterprise Architecture Team structure..............................................................................11

Pointers to information on EA value, EA alignment, frameworks......................................................11

Hiring an Architect.............................................................................................................................1211

Locating and Recruiting.................................................................................................................1211

Positioning and Clarity of Role...............................................................................................................13

Sample Interview Questions..............................................................................................................1413

Appendix A -List of terms and acronyms (to come from taxonomy group).......................................1614

Appendix B --EA Competency Model.................................................................................................1715

Appendix C --Related skills and links to learning materials................................................................3937

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The Guide to Careers in Enterprise Architecture© Copyright 2015, Federation of Enterprise Architecture Professional Organizations

Contributors:

Xxx – xxVikram SethiBrenda Byers - CIPS

AbstractThe Guide to Careers in Enterprise Architecture provides an overview of the various architectural roles commonly recognized in organizations. The journey towards each role in relation to [missing word?] are discussed along with information on how organizations can structure and build their Enterprise Architecture team. The guide ends with sample questions for recruiting an Enterprise Architect.

Brief OverviewAs organizations begin their journey towards implementing programs in Enterprise Architecture, they have reached out to the Federation of Enterprise Architecture Professional Organizations (FEAPO) for clarification on the skills, roles, and responsibilities that the members of an Enterprise Architecture team should exhibit. To meet this challenge, the member organizations of FEAPO, representing over one million technical professionals worldwide, chartered this guide and collaborated on its contents.

The audience for this guide is threefold. We expect the guide to be used by hiring managers and chief architects to establish minimum knowledge standards for their staff and to assist in organizing their teams. We expect architects and aspiring architects to review the requirements for the various roles in Enterprise Architecture and chart a path towards gaining employment and increasing their proficiencies in this profession. Lastly, we expect recruiters and HR professionals to use this material to help in the process of identifying qualified Enterprise Architecture candidates.

Roles in ArchitectureOverview of Roles<<This section will describe the following roles from a high level – Enterprise Architecture, Information Architect, Business Architect, Application Architecture, Technology Architect, and Security Architect>>

Competency Descriptions<<Some introductory text would be helpful here. In particular, I had trouble ‘parsing’ the items below, such as when there are two bolded lines. Are these headers, or categories or ??. It might help readers to have a summary chart or table here, showing the items competencies and competency groups, that will be detailed below.>>

Core Competency Definitions EA Career PathAnalytical Thinking

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Rich Hilliard, 04/04/15,

Does FEAPO have/should it consider standard ‘boilerplate’ here such as: Where To Send Comments on this; andVersion History (summary of changes).


Are there such people as (generic) Technology Architects? I’ve never met one!


Before diving into the Roles and then Competency Descriptions, etc. It would help the Reader to have an overview of the concepts being used here which seem to be: Roles, Competency Groups, Competencies, Skills, Levels. Also [see my comment on Portfolio Management] sometimes the text is talking about tasks to be done instead of Competencies. I think in (at least some of) the literature, these are called Duties. That may be useful to introduce too.

This grouping of competencies covers four types of thinking. The first being systems thinking, which has been defined at the ability to understand how processes within a system influence each other within the whole [REF to this definition]. The second is creative thinking which is the successful generation and productive consideration of new ideas or the application of new ideas to resolve existing problems (IIBA, ?)). The third area and one of the most important is problem solving, defined as the resolution (both reactive and proactive) of problems throughout the information systementerprise lifecycle, including classification, prioritization and initiation of action, documentation of root causes and implementation of remedies to prevent future incidents. (SFIA-PRMG, ref) The final competency is strategic thinking, being the capability to recognize and exploit business opportunities provided by IT, (for example, the Internet), to ensure more efficient and effective performance of organizations, to explore possibilities for new ways of conducting business and organizational (SFIA, ref) (as INOV: innovation).

ArchitectureThis grouping of competencies begins with modeling and defines how an EA enterprise architect (EA) appropriately uses models to represent a simplified view of a complex reality and ensures that information captured in different models is consistent and accurate (IIBA, ref). This iIncludesing the production of abstract or distilled representations of situations to aid the communication and understanding of existing, conceptual or proposed scenarios and is p. Predominantly focused around the representation of processes, roles, data, organisation and time. Models may be used to represent a subject at varying levels of detail and decomposition. (SFIA, ref)(IIBA/SFIA-BSMO?)

Another competency is the use of design techniques to create a plan or convention for the construction of an object or a system that satisfies stated business objectives . Which then leads to process definitions which is the identification of new and alternative approaches to performing business activities. Including the analysis of business processes, including recognition of the potential for automation of the processes, assessment of the costs and potential benefits of the new approaches considered and, where appropriate, management of change, and assistance with implementation. This also may include the implementation of a process management capability/discipline at the enterprise level. (SFIA) (as Skill BPRE - Business Process Improvement).

FinanceAn EA from time to time may be required develop cost benefit analysis documents to prioritize solutions effectively, based on factors including business value, cost to deliver and time constraints (IIBA, ) (1.5.1).Also iIn some organizations, budgeting responsibilities may be required to monitor and manage IT expenditures, ensuring that all IT financial targets are met, and examining any areas where budgets and expenditure exceed their agreed tolerances. (SFIA-FMIT, )

Management A key competency key toin effective management is decision making which is defined as identifying and understanding issues, problems, and opportunities and then using effective approaches in choosing and taking an appropriate course of action (ref?). Another competency needed is a strong ability for strategic planning to ensure the alignment of the proposed solutions to the overall business strategies, and to ensure that the architectural framework will support the desired business outcomes.Coaching and mentoring must also be applied in a systematic way to improve others’ ability to set goals, take action, and maximize strengths. Policy and governance processes are to be establishment and used to provide oversight of an organization’s approach to the use of Information and IT, including acceptance of responsibilities in respect of both supply of, and demand for IT. The EA will develop strategic plans for IT, which satisfy the needs of the organization’s business strategy. Recommend and

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What “architectural framework”? None has been introduced thus far into the discussion. Perhaps "architectural approach" is more appropriate here.


This seems to go beyond the scope of Architecture, and beyond Design but (as previous comment) only discusses process, which is one of many possible forms a design solution may take.


Design Solutions are not limited to new process definitions, although that is one form they may take.


????


No reason to limit strategic thinking to IT, or technology, possibilities.


Perhaps each identified competency should be set in an identifiable font or style? (I italicized the 4 in this paragraph, but not below).

guide IT acquisitions with appropriate balance between benefits, opportunities, costs, and risks. Be able to ensure the provision of IT services, levels of service and service quality which meet current and future business requirements. Set policies and practices for conformance with mandatory legislation and regulations, which demonstrate respect for the current and evolving needs of all stakeholders.

Behavioral Competency Definitions EA Career PathCommunicationThe definition of thiese competency grouping is short which should not be interpreted as these competencies being less important than the others. Rather these are assumed to be understand understood and an EA should havehas a strong ability to continuously apply these skills. Oral communication shoulde be effectively used in a variety of situations to ensure understanding (IIBA,) (2.4.1). WAlso written communicatione must be effectively used in a variety of situations to ensure understanding (IIBA)(, 2.4.3).

Interpersonal SkillsAn EA has the ability to effectively influence others through engendering ‘buy-in’ for new ideas, and reducing resistance to necessary changes (IIBA,) (2.5.2). A competency for negotiation by encouraging stakeholders to reach win/win outcomes on a regular basis and an understanding of political implications in conflicts and negotiates in a politically sensitive manner (IIBA, ) (2.5.1).

Competent conflict resolution is needed to ensuring that participants in a discussion correctly understand one another’s positions. Also an effective resolution of the conflict will develop trust among team members (IIBA,) (2.5.3).

Political savvy is needed in the preparation of a sustainability strategy taking into account any established corporate strategy, evaluation and inclusion, as appropriate, of political, legislative, economic, social and technological factors. The EA will identify major external standards, practices or schemes to be adopted and consult with identified relevant parties, either internal or external to obtain agreement to the strategy and the commitment to act upon it. (SFIA, ) (as SUST: Sustainability Strategy) also (IIBA, ) (1.4.4).

LeadershipProject Management competencies are needed to manage all aspects of projects, typically (but not exclusively) involving the development and implementation of business processes to meet identified business needs, acquiring and utilizing the necessary resources and skills, within agreed parameters of cost, timescales, policy and quality.

Portfolio Management techniques are used to develop and apply a systematic management framework to define and deliver a portfolio of programs, projects and ongoing services, in support of specific business strategies and objectives. This includes the implementation of a strategic investment appraisal and decision- making process based on a clear understanding of cost, risk, inter-dependencies, and impact on existing business activities, enabling measurement and objective evaluation of potential changes and the benefits to be realized. Also it is necessary to provide prioritization of resource utilization and changes to be implemented through the regular review of portfolios.

Inspirational Direction is a competency needed to energize a team and create a sense of direction, purpose, excitement and momentum for change. It involves energizing individuals to strive towards a

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Is this a Competency? or actually an application of other Competencies to a particular task?


First part of paragraph is written in terms of competencies; second half switches to discussion of activities.

compelling vision of the future by embracing and embodying the organizations values. It includes offering clarity around goals and objectives and ensuring collaborative work towards a shared purpose.

Enterprise Change Management is the final competency in this group which the EA will define and manage the process for deploying and integrating new capabilities into the business in a way that is sensitive to and fully compatible with business operations.

Domain Specific Competency Definitions EA Career PathThe following group of competencies have been defined to augment the core and behavioral competencies with the IT; Computer Science; Software and Systems Engineering specific competencies. Depending on the industry the EA is operating in this group could be expanded to very specific industry related ‘domain’ competencies. For example an EA working in the Health Industry might have require very difference domain specific competencies that an EA working in the Mining Industry. However the list below covers some of the fundamental domain competencies needed by most EAs to provide deliverables expected from them, which also depends on which specific architecture role is being performed. Business Process ImprovementThe identification of new and alternative approaches to performing business activities. The analysis of business processes, including recognition of the potential for automation of the processes, assessment of the costs and potential benefits of the new approaches considered and, where appropriate, management of change, and assistance with implementation. May include the implementation of a process management capability/discipline at the enterprise level. Business Modeling (Duplicate to sub-topic under Architecture)The production of abstract or distilled representations of real world, business or gaming situations in traditional or trans-media applications, to aid the communication and understanding of existing, conceptual or proposed scenarios. Predominantly focused around the representation of processes, roles, data, organization and time. Models may be used to represent a subject at varying levels of detail and decomposition. Data AnalysisThe investigation, evaluation, interpretation and classification of data, in order to define and clarify information structures which describe the relationships between real world entities. Such structures facilitate the development of software systems, links between systems or retrieval activities.Data ManagementThe management of practices and processes to ensure the integrity, safety and availability of all forms of data and data structures that make up the organization’s information. The management of data and information in all its forms and the analysis of information structure (including logical analysis of taxonomies, data and metadata). The development of innovative ways of managing the information asset of the organization.Emerging Technology MonitoringThe identification of new and emerging hardware, software and communication technologies and products, services, methods and techniques and the assessment of their relevance and potential value as business enablers, improvements in cost/performance or sustainability. The promotion of emerging technology awareness among staff and business management.Information AssuranceThe leadership and oversight of information assurance, setting high level strategy and policy, to ensure stakeholder confidence that risk to the integrity of information in storage and transit is managed pragmatically, appropriately and in a cost effective manner.

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I would broaden these to Information Analysis and Management, not limited to (IT) data.


As the Guide evolves, it is probably preferable to link to rather than to duplicate items.


As with Portfolio Management, this seems more like an application of competencies than a Competency in itself.


Is this better under Interpersonal?

Information ManagementThe overall management of the use of all types of information, structured and unstructured, whether produced internally or externally, to support decision-making and business processes. Encompasses development and promotion of the strategy and policies covering the design of information structures and taxonomies, the setting of policies for the sourcing and maintenance of the data content, and the development of policies, procedures, working practices and training to promote compliance with legislation regulating the management of records, and all aspects of holding, use and disclosure of dataIT GovernanceThe establishment and oversight of an organization's approach to the use of Information and IT, including acceptance of responsibilities in respect of both supply of, and demand for IT; strategic plans for IT, which satisfy the needs of the organization’s business strategy (which, in turn, takes into account the current and future capabilities of IT); transparent decision making, leading to valid reasons for IT acquisitions with appropriate balance between benefits, opportunities, costs, and risks; provision of IT services, levels of service and service quality which meet current and future business requirements; policies and practices for conformance with mandatory legislation and regulations, which demonstrate respect for the current and evolving needs of all stakeholders.Organization Design And ImplementationThe design and implementation of an integrated organization structure, role profiles, culture, performance measurements, competencies and skills, to facilitate strategies for change and for training to enable the change. The identification of key attributes of the culture and the key principles and factors for addressing location strategy. Security AdministrationThe authorization and monitoring of access to IT facilities or infrastructure in accordance with established organizational policy. Includes investigation of unauthorized access, compliance with relevant legislation and the performance of other administrative duties relating to security management.Software ApplicationsThe design, creation, testing and documenting of new and amended programs from supplied specifications in accordance with agreed standards. Software Development Process ImprovementThe provision of advice, assistance and leader-ship in improving the quality of software development, by focusing on process definition, management, repeatability and measurement. The facilitation of improvements by changing approaches and working practices, typically using recognized models such as the Capability Maturity Model Integration (CMMI), the Software Process Improvement and Capability determination Model (SPICE), Test Process Improvement (TPI) and Test Maturity Model (TMM).Software Quality AssuranceThe application of techniques for monitoring and improvement of quality to any aspect of a function or process. The achievement of, and maintenance of compliance to, national and international standards, as appropriate, and to internal policies, including those relating to sustainability and security Solution ArchitectureThe design and communication of high-level structures to enable and guide the design and development of integrated solutions that meet current and future business needs. Changes to service, process, organization, operating model and other aspects may be required in addition to technology components, and solutions must demonstrate how agreed requirements (such as automation of business processes) are met, any requirements which are not fully met or, and any options or considerations which require a business decision. The provision of comprehensive guidance on the development of, and modifications to, solution components to ensure that they take account of relevant

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Merge with Data Management above.

architectures, strategies, policies, standards and practices; and that existing and planned solution components remain compatible.Systems DesignThe specification and design of information systems to meet defined business needs in any public or private context, including commercial, industrial, scientific, gaming and entertainment. The identification of concepts and their translation into implementable design. The design or selection of components. The retention of compatibility with enterprise and solution architectures, and the adherence to corporate standards within constraints of cost, security and sustainability.System IntegrationThe incremental and logical integration and testing of components and/or subsystems and their interfaces in order to create operational services.

Skill level Descriptions -SFIA, competency and skillThe following levels of understanding and skill have been used to provide guidance to EA practitioners, management and HR professionals placing resources in the roles defined within this guide and generally within the EA domain. Also it is worth noting the level needed for competency will depend on the architecture role being performed. These levels are taken from the SFIA Framework Reference 4.0 (or see http://www.sfia-online.org/about-sfia/sfia-and-grading/).

SFIA LEVELS1. Follow Basic capability to complete tasks under close supervision. Not expected to use much initiative. Should be organized. 2. Assist Uses some discretion and has a wider circle of interaction than level 1, especially in speciality. Works on a range of tasks, and proactively manages personal development. 3. Apply Complete work packages with milestone reviews only. Escalates problems under own discretion. Works with suppliers and customers. May have some supervisory responsibility. Performs a broad range of tasks, takes initiative, and schedules own and others work. 4. Enable Works under general direction in a framework. Influence at account level, works on a broad range of complex activities. Good level of operational business skills. 5. Ensure and advise Broad direction, supervisory, objective setting responsibility. Influences organization. Challenging and unpredictable work. Self sufficient in business skills. 6. Initiate and influence Authority for an area of work. Sets organizational objectives. Influences policy, significant part of organization, and customers and suppliers at a high level. Highly complex and strategic work. Initiates and leads technical and business change. 7. Set strategy, inspire, and mobilize Authority includes setting policy. Makes decisions critical to organization, influences key suppliers and customers at top level. Leads on strategy. Full range of management and leadership skills.

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Unclear how this relates to previously described Competencies. Are we doing a cross-product of Competencies x Levels?If so, should this section be called Competency Levels?


“systems” is generally intended to refer more widely than just to “information systems”.


Shouldn’t this be merged with Design under Architecture above? I’m not sure it should be regarded as domain-specific here.

The following table outlines the EA levels needed to perform based on a 'mid-career' EA (i.e. 10-15 years in the IT industry and 4-5 years as an EA) in each of the roles identified as typical careers with in the EA domain

Table of expected/needed/suggested/required??? Competency Levels

Senior roleRoles at

mid-career

Ref Competency & Breakdown

Architecture Manager / VP

Enterprise Architect

Business Architect

Information / Data Architect

ApplicationArchitect

Technology Architect

  Analytical Thinking          

AT-1 Systems thinking 6  6  4  4  4  4

AT-2 Creative thinking 4  5  5  5  5  5

AT-3 Problem solving 5  5  5  5  5  5

AT-4 Strategic thinking 6  6  5  4  4  4

AT-5 Critical thinking 5 5 5 5 5 5

  Architecture          

AR-1 Modeling 4  5 4  3  3  5

AR-2 Design 3  5 5 4 4 5

AR-3 Process Improvement 4  5 5  3  4 4

  Finance          

FI-1 Cost benefit analysis 6  5  5  3  3  3

FI-2 Budgeting 7  4  4  3  4  4

Management          

MA-1 Decision making 7  5  5  5  5  5

MA-2 Strategic Planning 7  6  5  5  5  5

MA-3 Coaching and Mentoring 6  4  4  4  4  4

MA-4 Policy /Governance 7  5  4  4  4  4

Communication

CO-1 Oral Communication 7  6  5  4  4  4

CO-2 Written Communication 7  6  5  4  4  4

  Interpersonal Skills          

IS-1 Influence 7 6  6  5  4  4

IS-2 Negotiation 7 6  5  4  5  5

IS-3 Conflict resolution 7 5  5  5  5  5

IS-4 Political savvy 7 5  5  5  5  4

  Leadership          

LE-1 Project Management 6  5  5  4 4 4

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These identifiers are very helpful, should be used throughout the document when Capabilities are introduced, referenced, etc.

LE-2 Portfolio Management 6  5  5  4 4 4

LE-3 Inspirational Direction 7  5  5  4 4 4

LE-4 Enterprise Change Management

6 6 5 4 4 4

  Domain Specific Competency

         

DS-1 Business Process Improvement

  6      

DS-2 Business Modeling 5

DS-3 Data analysis

DS-4 Data Management

DS-5 Emerging Technology Monitoring

6 6

DS-6 Information assurance 5

DS-7 Information management 6

DS-8 IT governance 7

DS-9 Organization design and implementation

5

DS-10 Security administration

DS-11 Software applications 5

DS-12 Software development process improvement

5

DS-13 Software Quality Assurance

DS-14 Solution architecture 6 5

DS-15 Systems design 4

DS-16 System integration 4

Persona competency matrices (by career levels)<<Is this a blank section to be written?>>

Evolving As an ArchitectWhere are you on the journey?To reach the Enterprise Architecture family of roles, an individual's journey will start at the bottom with the Design/Analyst family of roles. The Design/Analyst family of roles is technology intensive and requires professionals to have a strong understanding of technology. Within the Design/Analyst family, an individual's use of analytical thinking, architecture, communication, and technology will be heavily stressed. After 4 to 5 years (?), within the Design/Analyst family an individual can then progress to the Solution Architecture family of roles. Within the Solution Architecture family, professionals will use primarily the same competencies from the Design/Analyst family, however an individuals' application of

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Where did these “families” come from? They have not been introduced.


Always? Is this really the only path to Enterprise Architect?

architecture, and interpersonal skills will be more stressed. Then, after another 4 to 5 years (?), within the Solution Architecture family of roles, professionals are then able to progress to the Enterprise Architecture family. The Enterprise Architecture family includes roles with management/leadership competencies such as communication, leadership, finance, interpersonal skills, and management.

Relationships and collaboration points (architects to non architects)The relationship between the Enterprise Architecture, Solution Architecture, and Design/Analyst family of roles is how work typically gets done within an IT organization. The IT strategies are developed within the Enterprise Architecture family and then flow downward as projects which the solution architecture family is responsible for. The projects or initiatives are then carried out through the work of roles within the Design/Analyst family. Collaboration needs to be done at every level in order to have a highly effective organization.

The IT roles in the Design/Analyst family include software developers, software testers, software analysts, database developers, data designers, data modelers, system administrators, system analysts, business analysts, business process specialists, UI Designers, and security analysts. These roles are considered "non-architect" roles as they interact with the 2 "architect" level families - Solution Architecture and Enterprise Architecture.

Other business oriented roles such as program managers, business managers, organizational development professionals, and business strategists interact primarily with the Enterprise Architecture family of roles because the EA roles typically have management-level competencies.

The overall Enterprise Architecture function in organizations typically reports to the Chief Enterprise Architect. The Chief Enterprise Architect then most often reports to the Chief Information Officer (CIO).

Certifications and EducationInformation on architecture role certifications can be found through FOOTE: www.footepartners.com.

For an individual seeking an education in Enterprise Architecture (EA), higher education institutions are starting to offer degree programs and other initiatives in EA. Penn State University in the United States offers a solid EA program with an online master’s degree program, and a professional certificate program in Enterprise Architecture. The Penn State programs were designed with significant input from more than 70 corporations, government bodies, and industry associations.

Most universities mainly offer a masters degree program in Enterprise Architecture. Aside from Penn State, the other universities that offer a masters in Enterprise Architecture degree include: the University of Antwerp in Belgium, the University of East London in the UK, and both Griffith and RMIT University in Australia. In addition, the Henley Business School in the UK offers an Executive Education program in EA. Each of these programs have taken different approaches to their EA curricula, so students interested in a degree in EA should research each program carefully to find a program that matches their goals and aspirations.

Three universities have chosen to offer a master's degrees in technology with a focus on Enterprise Architecture. Kent State University offers a master of digital sciences degree in EA and bases their

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Not sure why this belongs here; perhaps better a part of the Patterns section below, although it is just one organization form. Do we really need to get into organizations to describe competencies? I would not want the Guide to be less useful because Readers believe that it is only aimed at large organizations with in-house EAs.


???


This discussion seems to be missing the relationships and collaborations of architects with other stakeholders in the enterprise.

curriculum on the Zachman Framework through the materials created by a training company called EACOE. National University in California offers a master of science in engineering management degree in EA and bases their curriculum on the US Government's DODAF Framework and Federal Enterprise Architecture Framework (FEAF) through a partnership with the FEAC Institute. Finally, Harrisburg University in Pennsylvania offers a masters in Information Systems Engineering and Management with an EA specialization.

Professionals looking to improve their skills in this new field, without the overhead of taking a full degree, can opt for certificate programs. Nearly every university that offers a degree in EA also offers a certificate program for professionals. In addition to the universities above, some institutions offer certificates only. Notable in this group is a certificate program from California State University that is tailored to US Federal Government Enterprise Architecture practices. Stevens Institute of Technology (USA) and the University of Toronto (Canada) both offer more general certificate programs in Enterprise Architecture. A few other universities also offer individual courses in Enterprise Architecture, including the University of Chicago, the University of Denver, University of South Australia, University of South Africa, and Carnegie Mellon. Commercial training companies also offer courses for professionals, usually framed around a single framework or methodology.

The development of common curricula for degrees in Enterprise Architecture is just beginning. A description of a single course in EA was included in the Association for Computing Machinery (ACM) and Association for Information Systems (AIS)’s Curriculum for Information Systems as one of the 6 core courses.

In order for a field of study to mature, rigorous academic research must be conducted, peer reviewed, and published. Academic research into Enterprise Architecture is currently being conducted at the MIT Center for Information Systems Research and at Pennsylvania State University's Center for Enterprise Architecture. Articles on Enterprise Architecture can be found in the Journal of Enterprise Architecture, published by the AEA. The most notable Enterprise Architecture research conference in the field is the International IEEE Enterprise Distributed Object Computing Conference (EDOC), held annually. Proceedings from the EDOC conference are published by the IEEE.

Patterns of Enterprise Architecture Team structure <<describe primary patterns of how roles are used in various EA team structures. Discuss how the structure of the teams influences the skill requirements for the roles>>

Pointers to information on EA value, EA alignment, frameworks<<For mid career architects and architecture managers, this section points to resources that describe the value of EA, the value and methods of alignment, and various comparisons between EA frameworks>>

Hiring an ArchitectLocating and RecruitingBefore beginning a search for an architect, the recruiter needs to ensure the position / project requirements are properly scoped and align to the capabilities (see section XXX) for the desired architect

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Can this be phrased not only for hiring EAs as employees but also engaging as consultants?


This kind of sticks out here. Perhaps it is better as a part of appendix C?


See my comment 25. I wouldn’t want to presume too much about how teams are organized and exclude potential readers/users of this Guide.

being requested. All too often hiring managers are looking for deep experience and/or a broader set of skills to meet the challenges of a given technical position, but they do not or cannot properly leverage the skills of an architect. There are already skilled positions defined for individuals who support the “Build Cycle” (Design, Build, Test, Implement, & Support). The architect’s job is to make sure the domain(s) under their scope of influence support the future state objectives (for their discipline and for the enterprise, which includes interoperability across architecture disciplines) while balancing the need to deliver continuous value within the scope of individual projects. With that in mind, locating and recruiting an architect can begin on solid footing.

When starting your search, the recruiter may want to leverage some of the organizations where architects tend to participate (not just congregate). These organizations and sites often have published information and articles from members. They often provide and/or welcome posts of opportunities for their members. Here’s a starting point for your search, broken out by the respective disciplines:

Enterprise Architects:

FEAPO (and it’s member organizations...see link)

Association of Enterprise Architects

Institute for EA Development

IASA Global

Data / Information Architects:

DAMA

Information Architecture Institute

ASIS&T - Association for Information Science & Technology

DGI - Data Governance Institute

IBM Data Governance Council

Application Architecture:

This is an interesting area since there are a blending of disciplines where we are seeing overlap and convergence between software engineers, human interface design, systems engineering, business process modeling, and service oriented architecture. Most of the architecture work with applications is being done using SOA since more of the integration and logic from the applications is either locked in 3rd party apps or is being woven into the orchestration of automated business processes and event management. The other architecture work is typically within the presentation layer via portals, mobile

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solutions, and devices (many of which are not corporate assets). A few places to find these architects include:

Software Engineering Institute (SEI)

Software Architecture Portal

SOA Institute

Technical Architecture:

This covers a wide range of specialists including but not limited to Network Engineering, Desktop & Mobile Services, Computing & Storage Management, Virtualization (including on & off premise management), Security Architecture typically starts with the technical architecture but extends across the applications and data.

Positioning and Clarity of RoleWhen hiring managers request the services of an architect, they need to focus the position around the right set of competencies (see earlier section XXX). An architect is not a technical developer or an engineer and should be saddled with system design responsibilities. The architect needs to ensure the right principles are in place to optimize the short-term needs of a given initiative (project) while balancing the long-term concerns in accordance to the architecture principles and roadmaps for the enterprise. The hiring manager (like any good coach) is responsible for positioning his team (players) so they can maximize their productivity for the team and value potential for the organization. This architect’s role is a duality and the balance needs to be clearly laid out in any requisition for HR or external search efforts. If the architect is brought in and told to focus on short-term concerns without the ability to impact the long-term needs and/or the organization as a whole, then both the architect and the organization will be constrained (as well as any solutions that are implemented)).

The architect needs to have the ability to collaborate with other architects as a dedicated team or as part of a federated (virtual) team to align on architecture concerns, principles, and roadmaps efforts. The architect needs to have a certain level of autonomy to reach beyond any one project to analyze one or more portfolios of projects to maximize the value of a given initiative for the organization while minimizing rework (which tends to build up in the form of backlogs and debt, which is measured on multiple levels).

Sample Interview QuestionsInterview questions are commonly used to assess technical capabilities and build a picture for the depth of experience a given candidate can bring to the position. However, the reliance on questions to evaluate an architect has limitations since the role requires more emphasis around visualization,

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expansive thinking, and the ability to socialize and sell the value of balancing the short-term with the long-term (not at the expense of either).

But, the architect needs to bring more to the table than simply ensuring solutions are compliant. They need to have the vision and reach across other projects, architecture disciplines, and domain knowledge to create a more holistic awareness about how a given solution needs to both fit and function. An open ended discussion format is very helpful when exploring these capabilities with an architecture candidate. Use scenarios to engage the candidate to gauge their envisioning process and have them walk you through their approach for challenging situations where the business or technical areas are struggling to align on common ground for a solution. Ask the candidate to discuss some of the challenges they have encountered in other situations and have them walk through their approach for bringing a successful solution forward. The interview should reveal their soft skills, thinking skills (including creativity and critical thinking, as well as design thinking) as well as communication, negotiating, and collaboration skills (which in many cases prove more valuable).

There is a need to explore the technical skills, since the architect needs to have a solid foundation in modeling and standards, if for no other reason than to ensure solutions are compliant with regulations and standards. The architect needs to have a grounding (hands on and/or solid understanding) in relevant tools and technologies used to support their discipline (Business, Information, Application, or Technology architecture). Note: An enterprise architect is someone who has a command of all of these disciplines and brings a practicum of experience in one or more architecture disciplines. Typically, this is where a more common set of questions can be useful for a starting point since these questions can go far and deep. These should be carefully planned out with specific boundary points to keep the discussion on track and to ensure the candidate has the relevant experience to provide impact on the current portfolio of initiatives (through effective execution as well as rationalization to optimize the portfolio) and help shape the roadmap for one or more architecture disciplines (this is where any good architect should be able to contribute thought leadership on an enterprise level not just bring a myopic perspective around their architecture discipline.

Below are a few sample questions for enterprise architects to differentiate them from various domain architects and non-qualified applicants. Again, the questions that are used to assess an architecture candidate should address the position and the experience across more than one architecture discipline.

Enterprise Architect

Business Architect

Information Architect

14

Application Architect

Technology Architect

15

Appendix A -List of terms and acronyms (to come from taxonomy group)

Table 1 FEAPO EA Lexicon with synonyms

activity -> activities, action, actions, task

apply –> implement, implemented, realize, use, used , utilize, using

architecture -> architectures, application-architecture, business- architecture, business-data-architecture, data-

architecture, enterprise-architecture, enterprise-data-architecture, foundational-architecture, process-architecture, technology-architecture

boundary -> boundaries, bounded, external, internal, scope, separate

business -> businesses

collection -> assembly, combination, set, subset

constraint -> convention, limited, frame, rule, syntax

context -> circumstance, environment, environmental-context, setting, surrounding, system-of- interest

create -> creating, creation, created, establish, established, synthesis, synthesize

define -> defines, ill-defined, well-defined

description -> describe, descriptive, describing

design -> pattern, structural-design, high-level-design

domain -> domains, discipline, subject-areas

element -> elements

enterprise -> project, projects, undertaking/venture

function -> functions, functional, cross-functional, functionality, functioning, serves

goal -> goals, organization-goals

information

manage -> managed, management, access-management, identify-management, master-data-management, risk-management, threat-management, vulnerability-management

methodology -> method, methods, database, decomposition, functional-decomposition, how, means, procedures,prescribe-manner, technique, techniques, way,

workflows

model -> models, business-model, business-process-models, data-model, enterprise-data-model, modeling-type, predictive-models

objective -> objectives

operation -> operations, operate, operational, operating

organization -> organizations, organizational, community, company, companies, department, division, group, reporting- structures, team

perform -> performing, performance, performed, carry-out, conduct, execute, execution, do, does, did

process -> processes, business-process, process-of-interest

product -> products, construction, good, service, services

relationship -> relationships, relationships-between, relationships-within, interrelationship, linkage

requirement -> require, requires, requirements, data-requirements, demands, necessary, need, needs, needed

result -> results, effect, end-result, outcome, output, solution, work- product

stakeholder -> stakeholders, shareholder, shareholders, architect, architects, engineer, engineers, actor, builder,

consumer, customer, end-user, human, manager, member, owner, party, people, person, planner, provider, roles, senior-management, sub-contractor, user, who

strategy -> strategies, strategic

structure -> structures, structured

system -> systems, complex-systems, information-systems, organizational- system, process-systems

technology -> technologies, technical, technological

<<table needs entries aligned for consistent presentation

16

Appendix B --EA Competency Model <<This section will provide the full competency table developed in session 1.5 of the October workshop>>

I’m not sure how the boxes (Categories?) above relate to the previously introduced roles, etc.

Core Competencies Definition of CompetencyAnalytic ThinkingSystems thinking Understanding of how a change to a component affects the system as a whole; Identification of reinforcing and

compensating feedback loops; Understanding of how systems adapt to external pressures and changesCreative thinking The successful generation and productive consideration of new ideas; Application of new ideas to resolve existing

problem; Willingness of stakeholders to accept new approachesProblem solving The resolution (both reactive and proactive) of problems throughout the information system lifecycle, including

classification, prioritization and initiation of action, documentation of root causes and implementation of remedies to prevent future incidents.

Strategic thinking The capability to recognize and exploit business opportunities provided by IT, (for example, the Internet), to ensure more efficient and effective performance of organizations, to explore possibilities for new ways of conducting business and organizational processes, and to establish new businesses.

Critical Thinking (not in SFIA)ArchitectureModeling The production of abstract or distilled representations of situations to aid the communication and understanding of

existing, conceptual or proposed scenarios. Predominantly focused around the representation of processes, roles, data, organization and time. Models may be used to represent a subject at varying levels of detail and decomposition

Design The creation of a plan or convention for the construction of an object or a system that satisfies stated business objectives. The specification and design of information systems to meet defined business needs in any public or private

18

Arch. Family

Role

Enterprise Architecture

Business

Architect

Information

Architect

Solution Architecture

Technology Arch.

Application

Arch.

Business Arch.

Design Architecture

Data* Archit

ect

Security

Architect

Business

Architect

Applicatio

n Architect

Arch. Manager

Manager

Named Competency

Demonstration of Experience

Competency Category

Responsibility Level

Architecture Role

Architecture Family


I don’t know what the right tradeoff is, but we should not repeat the same text in multiple places (i.e., for each Role); instead provide a ‘master’ description of each and refer to those elsewhere in the document, hyperlinks would help for this.

Than, 02/11/15,

Should this actually be Information (data seems appropriate at this level…)

context. The identification of concepts and their translation into implementable design. The design or selection of components. The retention of compatibility with enterprise and solution architectures, and the adherence to corporate standards within constraints of cost, security and sustainability.

Process improvement The identification of new and alternative approaches to performing activities. The analysis of processes, including recognition of the potential for automation of the processes, assessment of the costs and potential benefits of the new approaches considered and, where appropriate, management of change, and assistance with implementation. May include the implementation of a process management capability/discipline at the enterprise level

Finance

Cost Benefit Analysis A systematic approach to estimating the strengths and weaknesses of alternatives that satisfy transactions, activities or functional requirements for a business. Determination, monitoring, and review of program costs, operational budgets, staffing requirements, program resources, inter-dependencies and program risk.

Budgeting The oversight of projects, and the acquiring and utilizing the necessary resources and skills, within agreed parameters of cost.

Management

Decision making Identifying and understanding issues, problems, and opportunities; using effective approaches in choosing a course of action or developing appropriate solutions; taking appropriate action.

Strategic Planning Ensure the alignment of the proposed solution to the overall business strategies, and that the architectural framework will support the desired business outcomes

Coaching and Mentoring Apply a systematic process to improve others’ ability to set goals, take action, and maximize strengths.Policy /Governance The establishment and oversight of an organization’s approach to the use of Information and IT, including acceptance of

responsibilities in respect of both supply of, and demand for IT; strategic plans for IT, which satisfy the needs of the organization’s business strategy; IT acquisitions with appropriate balance between benefits, opportunities, costs, and risks; provision of IT services, levels of service and service quality which meet current and future business requirements; policies and practices for conformance with mandatory legislation and regulations, which demonstrate respect for the current and evolving needs of all stakeholders.

Behavioral CompetenciesCommunicationOral Communication Can communicate effectively, through speaking and presentation, in a variety of situations to ensure understanding.Written Communication Can communicate effectively, through writing, in a variety of situations to ensure understanding.Interpersonal Skills

Influence The provision of advice and recommendations, based on expertise and experience, to address client needs. May deal

19

with one specific aspect of IT and the business, or can be wide ranging and address strategic business issues. May also include support for the implementation of any agreed solutions

Negotiation Ensuring that participants in a discussion correctly understand one another’s positionsConflict resolution Preventing, managing, and/or resolving conflict.Political savvy Understands organizational culture, structure and impact on work effortsLeadershipProject Management The management of projects, typically (but not exclusively) involving the development and implementation of business

processes to meet identified business needs, acquiring and utilizing the necessary resources and skills, within agreed parameters of cost, timescales, and quality.

Portfolio Management The development and application of a systematic management framework to define and deliver a portfolio of programs, projects and ongoing services, in support of specific business strategies and objectives. Includes the implementation of a strategic investment appraisal and decision making process based on a clear understanding of cost, risk, inter-dependencies, and impact on existing business activities, enabling measurement and objective evaluation of potential changes and the benefits to be realized. The prioritization of resource utilization and changes to be implemented. The regular review of portfolios.

Inspirational Direction Inspirational Direction is about energizing and creating a sense of direction, purpose, excitement and momentum for change. It involves energizing individuals to strive towards a compelling vision of the future by embracing and embodying the organizations values. It includes offering clarity around goals and objectives and ensuring collaborative work towards a shared purpose.

Enterprise Change Management

The definition and management of the process for deploying and integrating new capabilities into the business in a way that is sensitive to and fully compatible with business operations.

Domain Specific CompetenciesBusiness Process Improvement

The identification of new and alternative approaches to performing business activities. The analysis of business processes, including recognition of the potential for automation of the processes, assessment of the costs and potential benefits of the new approaches considered and, where appropriate, management of change, and assistance with implementation. May include the implementation of a process management capability/discipline at the enterprise level.

Business Modeling The production of abstract or distilled representations of real world, business or gaming situations in traditional or trans-media applications, to aid the communication and understanding of existing, conceptual or proposed scenarios. Predominantly focused around the representation of processes, roles, data, organization and time. Models may be used to represent a subject at varying levels of detail and decomposition.

20

Than, 02/22/15,

From http://www.nrc-cnrc.gc.ca/eng/careers/behavioural_competencies/mg_inspirational_leadership.html

Data analysis The investigation, evaluation, interpretation and classification of data, in order to define and clarify information structures which describe the relationships between real world entities. Such structures facilitate the development of software systems, links between systems or retrieval activities.

Data Management The management of practices and processes to ensure the integrity, safety and availability of all forms of data and data structures that make up the organization’s information. The management of data and information in all its forms and the analysis of information structure (including logical analysis of taxonomies, data and metadata). The development of innovative ways of managing the information asset of the organization.

Emerging Technology Monitoring

The identification of new and emerging hardware, software and communication technologies and products, services, methods and techniques and the assessment of their relevance and potential value as business enablers, improvements in cost/performance or sustainability. The promotion of emerging technology awareness among staff and business management

Information assurance The leadership and oversight of information assurance, setting high level strategy and policy, to ensure stakeholder confidence that risk to the integrity of information in storage and transit is managed pragmatically, appropriately and in a cost effective manner.

Information management The overall management of the use of all types of information, structured and unstructured, whether produced internally or externally, to support decision-making and business processes. Encompasses development and promotion of the strategy and policies covering the design of information structures and taxonomies, the setting of policies for the sourcing and maintenance of the data content, and the development of policies, procedures, working practices and training to promote compliance with legislation regulating the management of records, and all aspects of holding, use and disclosure of data

IT governance The establishment and oversight of an organization’s approach to the use of Information and IT, including acceptance of responsibilities in respect of both supply of, and demand for IT; strategic plans for IT, which satisfy the needs of the organization’s business strategy (which, in turn, takes into account the current and future capabilities of IT); transparent decision making, leading to valid reasons for IT acquisitions with appropriate balance between benefits, opportunities, costs, and risks; provision of IT services, levels of service and service quality which meet current and future business requirements; policies and practices for conformance with mandatory legislation and regulations, which demonstrate respect for the current and evolving needs of all stakeholders.

Organization design and implementation

The design and implementation of an integrated organization structure, role profiles, culture, performance measurements, competencies and skills, to facilitate strategies for change and for training to enable the change. The identification of key attributes of the culture and the key principles and factors for addressing location strategy.

Security administration The authorization and monitoring of access to IT facilities or infrastructure in accordance with established organizational policy. Includes investigation of unauthorized access, compliance with relevant legislation and the performance of other administrative duties relating to security management.

21

Software applications The design, creation, testing and documenting of new and amended programs from supplied specifications in accordance with agreed standards.

Software development process improvement

The provision of advice, assistance and leader-ship in improving the quality of software development, by focusing on process definition, management, repeatability and measurement. The facilitation of improvements by changing approaches and working practices, typically using recognized models such as the Capability Maturity Model Integration (CMMI), the Software Process Improvement and Capability determination Model (SPICE), Test Process Improvement (TPI) and Test Maturity Model (TMM).

Solution architecture The design and communication of high-level structures to enable and guide the design and development of integrated solutions that meet current and future business needs. Changes to service, process, organization, operating model and other aspects may be required in addition to technology components, and solutions must demonstrate how agreed requirements (such as automation of business processes) are met, any requirements which are not fully met or, and any options or considerations which require a business decision. The provision of comprehensive guidance on the development of, and modifications to, solution components to ensure that they take account of relevant architectures, strategies, policies, standards and practices; and that existing and planned solution components remain compatible.

Systems design The specification and design of information systems to meet defined business needs in any public or private context, including commercial, industrial, scientific, gaming and entertainment. The identification of concepts and their translation into implementable design. The design or selection of components. The retention of compatibility with enterprise and solution architectures, and the adherence to corporate standards within constraints of cost, security and sustainability.

System Software The provision of specialist expertise to facilitate and execute the installation and maintenance of system software such as operating systems, data management products, office automation products and other utility software.

System integration The incremental and logical integration and testing of components and/or subsystems and their interfaces in order to create operational services.

22

Using the BAIT+S model for defining Enterprise Architecture Roles (Business, Application, Information and Technology + Security) here are the Competency Profiles for each role:

Role I – Business Architect

Enterprise ArchitectureBusiness Architect

Core Competencies

Performance Level

Analytic Thinking

Systems thinking

4 Enables proper analysis by viewing problems holistically, and ensuring the proper stakeholders are brought into discussions related to a given problem

Creative thinking

5 Applies vision to offer innovative possibilities for solving existing problems

Problem solving 5 Ensures that appropriate action is taken to anticipate, investigate and resolve problems in systems and services. Ensures that such problems are fully documented within the relevant reporting system(s). Coordinates the implementation of agreed remedies and preventative measures. Analyses patterns and trends.

Strategic thinking

5 Actively monitors for, and seeks, opportunities, new methods and trends in IT capabilities and products to the advancement of the organization. Clearly articulates, and formally reports their benefits.

Critical Thinking 5Architecture

Modeling 4 Conducts advanced modeling activities for significant change programs and across multiple business functions. Has an in-depth knowledge of organization-standard techniques. Plans own modeling activities, selecting appropriate techniques and the correct level of detail for meeting assigned objectives. May contribute to discussions about the choice of the modeling approach to be used. Obtains input from and communicates modeling results to senior managers for agreement.

Design 5 Specifies and designs large or complex systems. Selects appropriate design standards, methods and tools, consistent with agreed enterprise and solution architectures and ensures they are applied effectively. Reviews others' systems designs to ensure selection of appropriate technology, efficient use of resources, and integration of multiple systems and technology. Contributes to policy for selection of architecture components. Evaluates and undertakes impact analysis on major design options and assesses and manages associated risks. Ensures that the system design balances functional, service quality and systems management requirements.

Process 5 Analyses business processes; identifies alternative solutions, assesses feasibility, and recommends new approaches. Contributes to evaluating the factors which must be addressed in the change program. Helps establish requirements for the

23

Than, 02/11/15,

Does FEAPO have a license to use SFIA model? Or do these need to be re-written?


Document does not yet seem to have a consistent set of Roles. Lists here differ from what is in Intro text.It would perhaps be useful to have one-liners for each role to introduce them.


I don’t understand this model. It would be best to introduce it early in the Guide.

Than, 02/11/15,

Using the BAIT+s Model, I don’t actually have a EA role – EA becomes a Family, and the Roles within that Family are Business Arch. And Info Arch.

implementation of changes in the business process.Finance

Cost Benefit Analysis

5 Performs effective evaluation of costs (financial, opportunity, and resource related) for each proposed solution; Is able to translate costs into meaningful metrics for stakeholders. Weighs the overall costs for a proposed solution with the strategic benefits.

Budgeting 4 Prepares realistic plans (including quality, risk and communications plans) and tracks activities against the project schedule, providing regular and accurate reports to stakeholders as appropriate. Monitors costs, timescales and resources used, and takes action where these deviate from agreed tolerances.

ManagementDecision making

5 Gathers all the needed facts to make an informed decision. Identifies the root cause(s) of problems. Involves those impacted by the decision in the decision-making process. Communicates the rationale behind decisions. Considers the consequences and impact of decisions. Implements decisions. Accepts accountability for the results.

Strategic Planning

5 Communicates a clear, vivid, and relevant description or picture of where the organization should be in 3, 5, or 10 years, and how the architecture will support that vision; Expresses the vision in a way that resonates with others as demonstrated by their words and actions; Builds a shared vision with others; Influences others to translate vision to action

Coaching and Mentoring

4 Establish trust; develop goals and plans; manage progress and accountability

Policy /Governance

4 Reviews information systems for compliance with legislation and specifies any required changes. Responsible for ensuring compliance with organizational policies and procedures and overall information management strategy.

Behavioral CompetenciesCommunicationOral 5 Communicates effectively, both formally and informally, and can present complex technical information to both technical and

non-technical audiences.Written 5 Communicates effectively, both formally and informally, and can present complex technical information to both technical and

non-technical audiences.Interpersonal

SkillsInfluence 6 Effectively uses organizational networks/ relationships to influence work outcomes and decisions; Effectively utilizes

communication structures within the organization to influence work outcomes.Negotiation 5 Engages with clients and maintains client relationships. Utilizes different negotiation styles effectivelyConflict resolution

5 Engages with clients and maintains client relationships. Ability to identify important issues; Understanding and considering all parties’ interests, motivations and objectives; Encouraging stakeholders to reach win/win outcomes on a regular basis

Political savvy 5 Effectively uses organizational authority structures to facilitate decision making and escalation of issues. Appropriately adjusts own behaviors to culture of business work group; Understanding of political implications in conflicts and negotiates in a politically sensitive manner

Leadership

24

Project Management

5 Takes full responsibility for the definition, documentation and satisfactory completion of medium-scale projects (typically lasting 6-12 months, with direct business impact, teams of 3-5 and firm deadlines). Identifies, assesses and manages risks to the success of the project. Ensures that realistic project and quality plans are prepared and maintained and provides regular and accurate reports to stakeholders as appropriate. Ensures Quality reviews occur on schedule and according to procedure. Manages the change control procedure, and ensures that project deliverables are completed within planned cost, timescale and resource budgets, and are signed off. Provides effective leadership to the project team, and takes appropriate action where team performance deviates from agreed tolerances.

Portfolio Management

5 Ensures that program and project leads adhere to the agreed portfolio management approach and timetable and that they provide the appropriate information to agreed targets of timelines and accuracy. Produces reports as appropriate for portfolio governance, including making recommendations for changes to the portfolio.

Inspirational Direction

5 Models a passion for business and builds enthusiasm for change. Generates excitement, enthusiasm and commitment in people by translating the organization's vision, mission and values into terms that are relevant to the work being performed.Translates organizational change strategies into specific and practical goals, processes and time frames. Combines clarity of purpose with personal conviction, optimism and a sense of determination to be the best; is viewed as a role model.Ensures that others clearly understand and endorse the group's mission, goals and direction and support them.


5 Creates the business readiness plan, taking into consideration IT deployment, data migration, capability deployment (training and engagement activities) and any business activities required to integrate new processes or jobs into the "business as usual" environment. Determines the readiness levels of business users with regard to upcoming changes; uncovers readiness gaps and creates and implements action plans to close the gaps prior to going live. Assists the user community in the provision of transition support and change planning, and liaises with the project team. Monitors and reports progress on business readiness targets, business engagement activity, training design and deployment activities, key operational metrics and return to productivity measures. Defines the series and sequence of activities to bring stakeholders to the required level of commitment, prior to going live.

Domain Specific CompetenciesBusiness Process Improvement

6 Analyses business processes; identifies alternative solutions, assesses feasibility, and recommends new approaches, typically seeking to exploit technology components. Evaluates the financial, cultural, technological, organizational and environmental factors which must be addressed in the change program. Establishes client requirements for the implementation of significant changes in organizational mission, business functions and process, organizational roles and responsibilities, and scope or nature of service delivery.

Business Modeling

5 Produces models in support of business strategy. Has in-depth knowledge of a broad range of industry-wide modeling techniques. Advises on the choice of techniques and approach and influences customers accordingly. Capable of developing bespoke models for unusual contexts. Responsible for planning and coordinating team modeling activities and for ensuring the quality of their work.

Organization design and implementation

5 Conducts business impact assessment to identify how the changes from the "as-is" processes, systems, and structures to the "to-be" processes, systems and structures impact specific organizations and roles. Outlines how the organization structure, jobs, teams and roles need to change to enable the future business processes. Aligns existing jobs/organizational structures to

25

new processes.

Role II – Information Architect

Enterprise ArchitectureInformation Architect

Core Competencies

Performance Level

Analytic Thinking

Systems thinking


Creative thinking



Strategic thinking

4/5 Actively monitors for, and seeks, opportunities, new methods and trends in IT capabilities and products to the advancement of the organization. Clearly articulates, and formally reports their benefits.

Critical Thinking 5 (Not is SFIA)Architecture

Modeling 3 Conversant with techniques covering full range of modeling situations. Models current and desired scenarios as directed. Selects appropriate modeling techniques for meeting assigned objectives. Gains agreement from subject matter experts to models produced. Reviews resulting models with stakeholders and gains resolution to resultant issues.

Design 4 Recommends/designs structures and tools for systems which meet business needs. Delivers technical visualization of proposed applications for approval by customer and execution by system developers. Translates logical designs into physical designs, and produces detailed design documentation. Maps work to user specification and removes errors and deviations from specification to achieve user-friendly processes.

Process 3 Identifies alternative process solutions. Contributes to evaluating the factors which must be addressed in the change program. Helps establish requirements for the changes in the business process.

FinanceCost Benefit Analysis

3 Is able to translate costs into meaningful metrics for stakeholders. Weighs the overall costs for a proposed solution with the strategic benefits.

Budgeting 3 Tracks activities against the project schedule, providing regular and accurate reports to stakeholders as appropriate. Monitors costs, timescales and resources used.

Management

26

Than, 02/11/15,

This capability is not in the SFIA framework – there are a few others as well, not included in SFIA.

Than, 02/11/15,

As INOV: no level 4 definition

Decision making


Strategic Planning




Policy /Governance


Behavioral CompetenciesCommunicationOral 4 Communicates effectively, both formally and informally, and can present complex technical information to technical audiences.Written 4 Communicates effectively, both formally and informally, and can present complex technical information to technical audiences.

Interpersonal Skills

Influence 5 Identifies, evaluates and recommends options, implementing if required. Collaborates with, and facilitates stakeholder groups, either formally or informally. Seeks to fully address organizational needs, enhancing the capabilities and effectiveness of organizational personnel, by ensuring that proposed solutions are properly understood and appropriately exploited.

Negotiation 4 Ability to identify important issues; Demonstrates the ability to prevent discussions from being sidetracked onto irrelevant topics

Conflict resolution



LeadershipProject Management

4 Identifies, assesses and manages risks to the success of the project. Tracks activities against the project schedule, providing regular and accurate reports to stakeholders as appropriate. Monitors costs, timescales and resources used, and takes action where these deviate from agreed tolerances.


4 Uses and recommends project control solutions for planning, scheduling and tracking projects. Supports program or project control boards, project assurance teams and quality review meetings. Provides basic guidance on individual project proposals. May be involved in aspects of supporting a program by providing a cross program view on risk, change, quality, finance or configuration management.


4 Models a passion for business and builds enthusiasm for change. Translates organizational change strategies into specific and practical goals, processes and time frames. Ensures that others clearly understand and endorse the group's mission, goals and

27

direction and support them.Enterprise Change Management

4 Determines the readiness levels of business users with regard to upcoming changes; uncovers readiness gaps prior to going live. Assists the user community in the provision of transition support and change planning. Monitors and reports progress on key operational metrics and return to productivity measures.

Domain Specific CompetenciesInformation assurance

5 Provides authoritative advice and guidance on Information assurance architecture and strategies to manage identified risk. Is familiar with major legislation relevant to security of information. Interprets security and assurance policies and contributes to development of standards and guidelines that comply with these. Uses testing to support information assurance.

Information management

6 Maintains and communicates the organization’s strategy for managing information, ensuring that uniformly recognized and accepted data definitions are developed and applied throughout the organization. Ensures that the business processes and information required to support the organization are accurately modeled and devises appropriate standards, processes and data architectures. Identifies the impact of any relevant statutory, internal or external regulations on the organization’s use of information and develops strategies for compliance. Coordinates information resources to meet specific business objectives whilst maintaining the principles of professional standards, accountability, openness, equality and diversity and clarity of purpose. Implements systems and IT controls to measure performance, manage risk, and ensure that IT and the business work together to support the business purpose.

Role III – Technology Architect

Solution ArchitectureTechnology Architect

Core Competencies

Performance Level

Analytic ThinkingSystems thinking


Creative thinking



Strategic thinking

4/5 Actively monitors for, and seeks, opportunities, new methods and trends in IT capabilities and products to the advancement of the organization. Clearly articulates, and formally reports their benefits.


28

Than, 02/11/15,


Modeling 5 Produces models in support of business strategy. Has in-depth knowledge of a broad range of industry-wide modeling techniques. Advises on the choice of techniques and approach and influences customers accordingly. Capable of developing bespoke models for unusual contexts. Responsible for planning and coordinating team modeling activities and for ensuring the quality of their work.

Design 5 Specifies and designs large or complex systems. Selects appropriate design standards, methods and tools, consistent with agreed enterprise and solution architectures and ensures they are applied effectively. Reviews others' systems designs to ensure selection of appropriate technology, efficient use of resources, and integration of multiple systems and technology. Contributes to policy for selection of architecture components. Evaluates and undertakes impact analysis on major design options and assesses and manages associated risks. Ensures that the system design balances functional, service quality and systems management requirements.

Process 4 Analyses business processes; identifies alternative solutions and recommends new approaches. Contributes to evaluating the factors which must be addressed in the change program.






Strategic Planning




Policy /Governance




Influence 4 Identifies, evaluates and recommends options. Collaborates with stakeholder groups, either formally or informally. Seeks to

29

fully address organizational needs, enhancing the capabilities and effectiveness of organizational personnel, by ensuring that proposed solutions are properly understood and appropriately exploited.

Negotiation 5 Engages with clients and maintains client relationships. Utilizes different negotiation styles effectivelyConflict resolution


Political savvy 4 Effectively uses organizational authority structures to facilitate decision making and escalation of issues. Appropriately adjusts own behaviors to culture of business work group.






4 Models a passion for business and builds enthusiasm for change. Translates organizational change strategies into specific and practical goals, processes and time frames. Ensures that others clearly understand and endorse the group's mission, goals and direction and support them.



Domain Specific CompetenciesEmerging Technology Monitoring

6 Co-ordinates the identification and assessment of new and emerging hardware, software and communication technologies, products, methods and techniques. Evaluates likely relevance of these for the organization. Provides regular briefings to staff and management.

Solution architecture

5 Uses appropriate tools, including logical models of components and interfaces, to contribute to the development of systems architectures in specific business or functional areas. Produces detailed component specifications and translates these into detailed designs for implementation using selected products. Within a business change program, assists in the preparation of technical plans and cooperates with business assurance and project staff to ensure that appropriate technical resources are made available. Provides advice on technical aspects of system development and integration (including requests for changes, deviations from specifications, etc.) and ensures that relevant technical strategies, policies, standards and practices are applied correctly.

Role IV – Application Architect

30

Solution Architecture

31

Application ArchitectCore Competencies

Performance Level

Analytic Thinking

Systems thinking


Creative thinking



Strategic thinking

5 Actively monitors for, and seeks, opportunities, new methods and trends in IT capabilities and products to the advancement of the organization. Clearly articulates, and formally reports their benefits.


Modeling 3 Conversant with techniques covering full range of modeling situations. Models current and desired scenarios as directed. Selects appropriate modeling techniques for meeting assigned objectives. Gains agreement from subject matter experts to models produced. Reviews resulting models with stakeholders and gains resolution to resultant issues.


Process 4 Analyses business processes; identifies alternative solutions. Contributes to evaluating the factors which must be addressed in the change program.






Strategic Planning

5 Communicates a clear, vivid, and relevant description or picture of where the organization should be in 3, 5, or 10 years, and how the architecture will support that vision; Expresses the vision in a way that resonates with others as demonstrated by their

32

words and actions; Builds a shared vision with others; Influences others to translate vision to actionCoaching and Mentoring


Policy /Governance
















Domain Specific CompetenciesSoftware 5 Sets local or team-based standards for programming tools and techniques, advises on their application and ensures

33

applications compliance. Takes technical responsibility for all stages in the software development process. Prepares project and quality plans and advises systems development teams. Assigns work packages to technical staff, monitors performance and reports progress. Provides advice, guidance and assistance to less experienced colleagues as required.

Software development process improvement

5 Develops and maintains a detailed knowledge of software process improvement. Contributes effectively to identifying new areas of software process improvement within the organization. Carries out software process improvement assignments, justified by measurable business benefits.

System Software

5 Evaluates new system software, reviews system software updates and identifies those that merit action. Ensures that system software is tailored to facilitate the achievement of service objectives. Plans the installation and testing of new versions of system software. Investigates and coordinates the resolution of potential and actual service problems. Ensures that operational documentation for system software is fit for purpose and current. Advises on the correct and effective use of system software.

Systems design 4 Recommends/designs structures and tools for systems which meet business needs. Delivers technical visualization of proposed applications for approval by customer and execution by system developers. Translates logical designs into physical designs, and produces detailed design documentation. Maps work to user specification and removes errors and deviations from specification to achieve user-friendly processes.

System integration

4 Defines the integration build, accepts software modules from software developers, and produces software builds for loading onto the target environment. Configures the hardware environment, produces integration test specifications, and conducts tests, recording details of any failures and carrying out fault diagnosis.

Role V – Security Architect

Design ArchitectureSecurity Architect

Core Competencies

Performance Level

Analytic Thinking

Systems thinking


Creative thinking



Strategic 4/5 Actively monitors for, and seeks, opportunities, new methods and trends in IT capabilities and products to the advancement of

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thinking the organization. Clearly articulates, and formally reports their benefits.Critical Thinking 5 (Not is SFIA)

ArchitectureModeling 3 Conversant with techniques covering full range of modeling situations. Models current and desired scenarios as directed.

Selects appropriate modeling techniques for meeting assigned objectives. Gains agreement from subject matter experts to models produced. Reviews resulting models with stakeholders and gains resolution to resultant issues.


Process 3 Identifies alternative process solutions. Contributes to evaluating the factors which must be addressed in the change program. Helps establish requirements for the changes in the business process.


5 Performs effective evaluation of costs (financial, opportunity, and resource related) for each proposed solution; Is able to translate costs into meaningful metrics for stakeholders. Weighs the overall costs for a proposed solution with the strategic benefits.




Strategic Planning




Policy /Governance




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Than, 02/15/15,

This capability is not in the SFIA framework – there are a few others as well, not included in SFIA.













Domain Specific CompetenciesData Management

5 Plans effective information storage, sharing and publishing within the organization. Assesses issues (such as “Islands of Information”) which might prevent the organization from making maximum use of its information assets. Derives data management structures to ensure consistency of information retrieval, combination, analysis, pattern recognition and interpretation, throughout the organization. Devises and implements document and record systems, including classification, security, retrieval and retention processes.

Information management

5 Drafts and maintains the policy, standards and procedures for compliance with relevant legislation. Understand the implications of information, both internal and external, that can be mined from business systems and elsewhere. Make business decisions based on that information, including the need to make changes to the systems. Reviews new business proposals and provides specialist advice on information management, including advice on and promotion of collaborative working and assessment and management of information-related risk. Creates and maintains an inventory of information assets, which are subject to relevant legislation. Prepares and reviews the periodic notification of registration details and submits it to the relevant regulatory authorities. Ensures that formal information access requests and complaints are dealt with according to approved procedures.

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Security administration

6 Develops strategies for ensuring both the physical and electronic security of automated systems. Ensures that the policy and standards for security are fit for purpose, current and are correctly implemented. Reviews new business proposals and provides specialist advice on security issues and implications.

Role VI – Architecture Manager

Architecture ManagerManager/ Vice President

Core Competencies

Performance Level

Analytic Thinking

Systems thinking

6 Enables proper analysis by viewing problems holistically, and ensuring the proper stakeholders are brought into discussions related to a given problem. Oversees the development and implementation of solutions, taking into account the implications of change on the organization and all stakeholders. Guides senior management towards accepting change brought about through process and organizational change. Anticipates major changes affecting the organization, and mobilizes resources to implement changes. Advises business managers about the implications of planned IT-enabled change on the business, on processes and on customers.

Creative thinking

4 Applies vision to offer innovative possibilities for solving existing problems. Draws from a variety of resources and perspectives to come up with new ideas and approaches. Encourages others to innovate.


Strategic thinking

6 Recognizes potential strategic application of IT, and initiates investigation and development of innovative methods of exploiting IT assets, to the benefit of organizations and the community. Plays an active role in improving the interface between the business and IT.

Critical Thinking 5 (Not in SFIA)Architecture

Modeling 4 Conducts advanced modeling activities for significant change programs and across multiple business functions. Has an in-depth knowledge of organization-standard techniques. Plans own modeling activities, selecting appropriate techniques and the correct level of detail for meeting assigned objectives. May contribute to discussions about the choice of the modeling approach to be used. Obtains input from and communicates modeling results to senior managers for agreement.

Design 3 Specifies user/system interfaces, and translates logical designs into physical designs taking account of target environment, performance requirements and existing systems. Produces detailed designs and documents all work using required standards, methods and tools, including prototyping tools where appropriate.

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Process 4 Analyses business processes; identifies alternative solutions. Contributes to evaluating the factors which must be addressed in the change program.


6 Is able to translate costs into meaningful metrics for stakeholders. Weighs the overall costs for a proposed solution with the strategic benefits. Justifies the budget for the program area. Assesses feasibility of desired solutions by evaluating the financial, cultural, technological, organizational and environmental factors which must be addressed in order to implement the desired solution.

Budgeting 7 Prepares realistic plans (including quality, risk and communications plans) and tracks activities against the project schedule, providing regular and accurate reports to stakeholders as appropriate. Monitors costs, timescales and resources used, and takes action where these deviate from agreed tolerances.Monitors and controls resources, revenue and capital costs against the project budget and manages expectations of all project stakeholders.


7 Gathers all the needed facts to make an informed decision. Identifies the root cause(s) of problems. Involves those impacted by the decision in the decision-making process. Communicates the rationale behind decisions. Considers the consequences and impact of decisions. Implements decisions. Accepts accountability for the results. Recognizes issues, problems, or opportunities and determines whether action is needed to advance the decision making process. Makes decisions when there exists considerable personal and/or organizational risk. Takes charge of a group when it is necessary to facilitate either action or a decision.

Strategic Planning

7 Communicates a clear, vivid, and relevant description or picture of where the organization should be in 3, 5, or 10 years, and how the architecture will support that vision; Expresses the vision in a way that resonates with others as demonstrated by their words and actions; Builds a shared vision with others; Influences others to translate vision to action. Sets organizational strategy governing the direction and conduct of that vision, including application of appropriate methodologies.


6 Determines organizational development needs in line with business needs and strategic direction. Generates development strategies to achieve required change. Develops and leads communities of practice. Monitors progress and evaluates business benefits achieved.

Behavioral CompetenciesCommunicationOral 7 Communicates effectively, both formally and informally, and can present complex technical information to both technical and non-

technical audiences. Develops and delivers powerful presentations by positioning content and objectives appropriately. Can communicate the criticality or urgency of a situation in a calm, rational manner with proposed solutions.

Written 7 Communicates effectively, both formally and informally, and can present complex technical information to both technical and non-technical audiences. Ability of the reader to paraphrase and describe the content of the written communication

Interpersonal

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SkillsInfluence 7 Is responsible for defining the strategic approach to understanding the needs of the business (demand management) and works

with suppliers to meet these needs. Establishes and promotes the overall vision for how IT can support the business. Defines, and gains agreement on, the principles for establishing effective relationships between stakeholders, including responsibility for the relationship between IT functions and end users.

Negotiation 7 Presents one’s point of view in a way that enlists others’ support. Elicits and responds to objections. Anticipates reactions and objections and plans how to overcome them. Utilizes different negotiation styles effectively. Identifies common areas of agreement. Understands and considers all parties’ interests, motivations and objectives. Encourages stakeholders to reach win/win outcomes on a regular basis. Understands the political implications in conflicts and negotiates in a politically sensitive manner. Understands the impact of time and timing on negotiations.

Conflict resolution

7 Engages with clients and maintains client relationships. Ability to identify important issues; Understanding and considering all parties’ interests, motivations and objectives; Understanding of political implications in conflicts and negotiates in a politically sensitive manner.

Political savvy 7 Effectively uses organizational authority structures to facilitate decision making and escalation of issues. Appropriately adjusts own behaviors to culture of business work group; Understanding of political implications in conflicts and negotiates in a politically sensitive manner. Identifies ways to increase visibility and influence by participation in formal and informal activities. Promotes the interests of other key decision makers and influencers in order to obtain support for one's own agenda. Accurately anticipates changes in the political climate and plans and executes strategy and tactics based on that anticipation.


6 Takes full responsibility for the definition, documentation and successful completion of complex projects (typically greater than 12 months, with significant business, political, or high-profile impact, and high-risk dependencies), ensuring that realistic project, quality, change control and risk management processes are maintained. Monitors and controls resources, revenue and capital costs against the project budget and manages expectations of all project stakeholders.


6 Leads the definition of a portfolio of change and the portfolio roadmap. Engages and influences senior managers to ensure the portfolio will deliver the agreed business objectives. Plans, schedules, monitors and reports on activities related to the portfolio to ensure that each part of the portfolio contributes to the overall achievement of the portfolio.Identifies issues with portfolio structure, cost, risk, inter-dependencies, impact on current business activities and the strategic benefits to be realized. Notifies projects / programs / change initiatives of issues and recommends and monitors corrective action. Reports on portfolio status as appropriate.


7 Provides leadership to others around how to execute strategies that transition the organization from current to future state.Takes action to ensure that others understand and endorse the organization’s strategy and mandate; creates an engaged and energized climate to help enable it. Reinforces the vision of change and ensures organizational processes and practices are aligned accordingly. Leads and inspires others to create something truly innovative; publicly champions organizational culture and/or strategy to gain broad support and commitment.

Enterprise Change

6 Ensures that there is a business perspective on how the new technical capabilities will be delivered to the business, including planning around key business cycles, selecting appropriate customers for migration, etc. Initiates the business implementation

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From http://hhsu.learning.hhs.gov/competencies/leadership-political_savvy.asp

Management plan, including all the activities that the business needs to do to prepare for new technical components and technologies. Ensures sites deliver site implementation plans that align with the overall plan. Tracks and reports against these activities to ensure progress. Defines and manages the activities to ensure achievement of the business case after delivery. Outlines key business engagement messages that need to take place throughout the program / project.

Domain Specific CompetenciesEmerging Technology Monitoring

6 Co-ordinates the identification and assessment of new and emerging hardware, software and communication technologies, products, methods and techniques. Evaluates likely relevance of these for the organization. Provides regular briefings to staff and management.

IT governance 7 Leads development and communication of the organization’s policies for corporate governance of information. Contributes to strategic plans for IT, which satisfy the current and ongoing needs of the organization’s business strategy, and the current and future capabilities of IT. Promotes clear decision making, leading to valid reasons for IT acquisitions. Monitors provision of IT services, levels of service and service quality. Assures that the organization’s business processes are compliant with relevant legislation, and that the organization operates according to the principles embedded in relevant standards. Promotes IT policies, practices and decisions which recognize the current and evolving needs of all the stakeholders.

Solution architecture

6 Leads the development of architectures for complex systems, ensuring consistency with specified requirements agreed with both external and internal customers. Takes full responsibility for the balance between functional, service quality and systems management requirements within a significant area of the organization. Establishes policy and strategy for the selection of systems architecture components, and co-ordinates design activities, promoting the discipline to ensure consistency. Ensures that appropriate standards (corporate, industry, national and international) are adhered to. Within a business change program, manages the target design, policies and standards, working proactively to maintain a stable, viable architecture and ensure consistency of design across projects within the program.

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Than, 02/22/15,

Same as the Policy/ Governance competency in the Management section – moved under the Domain Specific category for the Manager Level

Appendix C --Related skills and links to learning materials<<This section provides links to various bodies of knowledge and recommended books in Enterprise Architecture>>

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I would suggest making this a real bibliography–given the many citations in the main text– and have annotated listing for any recommended items.

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