EA to OC

I have rebranded as The Practice of Organizational Change to reinforce that this is a different way of looking at Enterprise Architecture… let’s face it my framework is all about well orchestrated organizational change using architecture.

All lessons are still here including the new ones for Part III.  What has changed is the grouping of the lessons.

Below is a table mapping the new grouping.  Think of each of the OC courses as representing a system.  For example a system to Identify Potential Change.  The lessons will demonstrate how to build and lay down the tracks to identify and document potential change.  Once the tracks are in place your job will be to teach the organization how to use and mature the way potential change is identified. 

The EA Track Contained 3 Parts:

Part I – Creating the Consolidated Roadmap

  • EA Design Principles
  • Core Business Functions
  • Capabilities
  • Potential Risk
  • Prioritization
  • Business Roadmap
  • Consolidated Roadmap

Part II – Using the Consolidated Roadmap to Influence Change

  • Planning Sessions
  • Project Scoping
  • Project Architectural Components
  • Influencing Projects
  • Terms of Reference for the Review Board
  • Introducing the EA Team
  • Selling the need for Building the EA Team
  • Running a Review Board Meeting
  • Transitioning the Project into Production

Part III – Evolving the Roadmap to Keep it Current and Relevant

  • The Business Architect
  • The Information Architect
  • The Application Architect
  • Evolving the Consolidated Roadmap Through Weekly EA Team Meetings
  • The Complete Change Cycle or EA Assessment

The Organizational Change System Contains 5 Systems:

System 1 – Identify Potential Change

  • EA Design Principles
  • Core Business Functions
  • Capabilities

System 2 – Prioritize

  • Potential Risk
  • Prioritization

System 3 – Maintain a Project Roadmap

  • Business Roadmap
  • Consolidated Roadmap

System 4 – Ensure Project Success

  • Planning Sessions
  • Project Scoping
  • Project Architectural Components
  • Influencing Projects
  • Terms of Reference for the Review Board or Governance
  • Introducing the EA Team
  • Selling the need for Building the EA Team
  • Running a Review Board Meeting

System 5 – Realize the Benefits

  • Transitioning the Project into Production
  • The Business Architect
  • The Information Architect
  • Evolving the Consolidated Roadmap Through Weekly EA Team Meetings
  • The Complete Change Cycle or EA Assessment

My goal behind the change is to help you sell the whole concept.  I find that by using the term EA either people’s eyes glaze over or they assume this only relates to IT… both of which get us off to a bad start.  I am also starting to believe that the term Enterprise was created by IT where I have always been using it as a synonym to an organization or a business.