CHIEF ENTERPRISE ARCHITECT PROGRAM OBJECTIVE Gartner identified that the single biggest EA problem is having a Chief Architect who is an ineffective leader1. Success in enterprise architecture (EA) is about people, political acumen, cross-disciplinary skills, perspective, pragmatism and performance. Building an effective EA team remains a challenge for most organizations because of a shortage of collaborative people with the talents and personal skills required for EA2. The Chief Enterprise Architect certification program has been especially designed to meet today’s crossdisciplinary requirements to lead teams and projects in adopting a common and structured way of thinking, working and modelling across transformation, innovation, enterprise architecture, value and performance, business processes, business services and information (application and data). These tools enables the Chief Enterprise Architect to define the EA process and the architecture review process as well as for leading the effective integration of these processes with other related business and IT processes. The learning modules of this certification program uniquely combines classroom training with Individual Project Coaching on the participant’s own selected company projects. This enables the Chief Enterprise Architect to lead the effort to develop, maintain, govern and evolve the EA program across the enterprise and to adapt EA frameworks, methods, approaches, complimentary concepts and modelling principles to organizational dynamics and culture that are critical for successfully using EA to transform the business with relevant, actionable guidance. The Chief Enterprise Architect certification program has been structured to build on the existing competencies of the participant while infusing a new way of thinking, working and modelling. This is where the participant applies the acquired modelling techniques in their related areas and disciplines. At the end of this certification program, you will be able to: • Lead the creation or evolution of the EA function and program, including the coordination of an appropriately balanced pursuit of enterprise business, information, technical and solution architecture viewpoints. • Understand, advocate and support the enterprise's business and IT strategies — and participate in the strategy creation for a growing minority of cases. • Lead the identification and analysis of enterprise business drivers to derive enterprise business, information, technical and solution architecture requirements. • Analyze the current business and IT environment to detect critical deficiencies and recommend solutions for improvement.
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Ten Enterprise Architecture Pitfalls. Gartner Group, Published: 29 September 2009.
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Role Definition and Organization Structure: Chief Enterprise Architect, Gartner Group, Published: 17 December 2009.
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• Analyze industry, technology and market trends to determine their potential impacts on the enterprise's strategy and architecture requirements. • Promote the EA process, outcomes and results to the organization, including to the enterprise's IT and business leaders. • Work effectively and efficiently within advanced decomposition and composition modelling principles. • Lead and facilitate the creation of governing principles to guide solution decision making for the enterprise. • Lead the development of an implementation plan for the EA, based on business requirements and IT strategies. • Ensure that the optimal governance structure and compliance activities (such as handling waivers) are associated with EA compliance. • Oversee EA implementation and ongoing refinement activities. • Serve as the point of contact for all things relating to EA. • Collaborate with program/project teams to reconcile solutions to architecture. • Identify organizational requirements for the resources, structures and cultural changes necessary to support the EA. • Oversee the effective communication of all EA artifacts. • Assess and communicate the successes and business value of EA to key stakeholders.
LEARNING MODEL The Chief Enterprise Architect certification program is based on six intensive classroom training modules supported with in-depth Individual Performance Coaching on a selected project. The hands-on experience ensures that the innovation, transformation, enterprise architecture, process, value, service and information (application and data) management and modelling skills are applied within the following disciplines: • Innovation: Business model innovation, competitive positioning, strategy development and modelling, service model innovation, revenue model innovation, value model innovation, channel development, social media development and innovation. • Transformation: Business model engineering and transformation, business competency/function duplication, business pain points, service ownership, continuous service improvement approach and operating model weakness clusters, performance bottlenecks, value model clusters as well as operating model re-engineering and renewal and cost model. • Strategy Modelling: Strategy matrix with strategic business objectives (SBOs), critical success factors (CSFs) and business competency groups and balanced scorecard map with strategic business objectives (SBOs), critical success factors (CSFs) and value and performance models. • Business Layer Modelling: Business model, service model, process modelling, business workflow, business and system measurements, scorecards, dashboards and cockpits. • Application Layer Modelling: Application component (e.g. logical/physical), application feature, functionality, task and service and data component, entity and service and system flow. • Technology Layer Modelling: Platform component (e.g. logical/physical), devices and services as well as infrastructure component (e.g. logical/physical) and infrastructure service. • Business Service Management: Service ownership, service roles, continuous service improvement approach and service level agreements (SLAs), service media and service channel.
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• Value: Value expectations and requirements (e.g. service, process, data etc.), value drivers (external and internal), value bottlenecks/value clusters, value measurements, value maps, matrixes and models, revenue model, value-based costing, value-based modelling as well as value management. • Performance: Performance expectations and requirements (e.g. service, process, data, etc.), performance drivers (external and internal), performance bottlenecks, performance measurements, business performance indicators (BPIs) and key performance drivers in performance maps, matrixes and models as well as performance management. • Measurements: Business measurements in terms of value and performance measurements as well as system measurements in terms of system key performance indicators (KPIs) and process performance indicators (PPIs), cockpits, scorecards and dashboards. • Service Modelling: Service flow with service provider and service consumer, service pain points, service weakness clusters/bottlenecks, service value clusters, service rules, service compliance, business service measurements and service modelling. • Service Measures: Service level agreements (SLAs), business service measurements and system service measurements. • Automated Services: Application services, data services, platform services, infrastructure services, service construct/delivery, service roles, service flow (service provider and service consumer) and automated service measurements. • Business Process Principles: BPR, Six Sigma, TQM and LEAN process tracking, process pain points and process bottlenecks. • BPMN 2.0: Process modelling notations, tasks, objects, activities, events, gateways and eXtended BPMN. • Process Monitoring: Identify, categorize and develop organizational process control and monitoring and link them to the organizational reporting (e.g. scorecards, dashboards and cockpits). • Value-based Process Modelling: Process mapping based on strategy and value principles and process value clusters. • Continuous Improvement Approach: Process ownership, process office, measurements, monitoring, continuous improvement approach and process change methods.
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Following every 5 days of classroom training, each participant receives 0.5 days of Individual Performance Coaching on a selected project.
INDIVIDUAL PERFORMANCE COACHING It is only through performance coaching and building on the existing knowledge that competencies are gained and applied. The Individual Performance Coaching (IPC) is an integrated element of the Chief Enterprise Architect certification path to ensure that the frameworks, methods, approaches and modelling principles are customized, adopted and applied in a real-world architectural project setting with a
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personalized action plan. The participants will discover how to drive forth fundamental business changes within their organization and to achieve the objectives set in transformation projects. Upon successful completion of this program, you will become a certified Chief Enterprise Architect.
VALUE OF THIS CERTIFICATION PROGRAM At the end of this program, you will be able to work effectively and efficiently within: 1. The LEAD Way of Thinking Focus Area • Identify business, IT, solution, technology, change, service, process, value and performance requirements • Business and IT (application, data, platform and infrastructure) design • Develop business, IT, service, value and performance standards • Business and IT (application, data) design • Focus on service and value issues and weakness clusters • Focus on information development and configuration (solutions/projects) • Focus on pain points, bottlenecks and benchmarking • Focus on IT solution development, build, configuration and testing • Develop process standardization • Ensure value measurements (across areas) • Ensure information in terms of application and data integration • Ensure correct testing • Establish IT standards • Ensure process, IT and service integration (across business areas) • Enable service renewal • Ensure organizational change management • Apply continuous business value and process improvements • Operate, maintain and optimize IT solutions • Business Transformation & Innovation Enablement (BITE) Relation to Strategy • Capture corporate transformation strategy • Define value innovation and transformation • Link service model to service strategy • Align business services to business goals • Process innovation based on operational objectives • Link activities to business model transformation • Secure strategic alignment • Align architecture goal with requirements • Service innovation based on critical success factors • Define critical transformation success factors • Identify innovation and transformation needs and wants • Link service construct to business model transformation • Capture value expectations and drivers
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Define value innovation and transformation Define change needs and wants to strategic alignment Align business processes to operational goals Align value drivers to business strategy Define enterprise architecture objectives Develop solutions based on business/IT requirements Define solution functions linked to business functions Develop solution goal based on operational objective Develop EA standards and policies Identify measurements and reporting needs Define transformation needs Process Innovation based on operational objectives Link business KPIs to system KPIs Ensure correct information reporting in terms of reports, cockpits, dashboards and scorecards
2. The LEAD Way of Working Task & Services • Work with business owners, service owner, process owners and value stakeholders • Identify strategic business objectives (SBOs) and critical success factors (CSFs) • Identify and categorize process area and group • Identify stakeholder performance and value expectations • Identify service flow (provider and consumer) • Identify level of change management need • Develop value guidelines and measurements • Ensure value reporting and decision flow • Analyze, design and implement business processes • Benchmark process and service maturity levels • Service construct and delivery • Service level agreements (SLAs) and service measurements • Setup process measures and monitoring • Create and or optimize service channel • Develop service tiers • Improve revenue, service and value model • Optimize cost, operating and performance model • Innovation and transformation maturity • Define innovation and transformation measurements • Develop value guidelines and measurements • Define application components and modules • Define value expectations and drivers • Define information and data objects and system flow • Define business, process and IT standardization and integration • Define service media • Define application, data, platform and infrastructure components, rules, compliance and security • Define application components and modules • Define information and data objects and system flow
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Develop information software function, task and services Design system measurements and reports Select application functions, tasks and services Select platform and infrastructure devices Develop system cockpits, dashboards and scorecards Develop application and data functions, tasks, services, flows, channels and media Develop platform and infrastructure services, channels and media Build application roles, rules and compliance Define Information rules e.g. application and data rules Ensure information compliance to government, business rules, process and service rules Develop application/data flow Enable information channels and media Enable devices to work with information Set up process and information measures and monitoring Benchmark business and IT maturity Deploy platform and infrastructure components and devices Apply application roles, rules and compliance Enable Value identification, creation and realization
The Needed Skill for Abstraction Level for a Chief Enterprise Architect • Concrete (tangible, existing and actual) • Context (situation, milieu/environment and perspective) • Conceptual (theoretical, abstract and intangible) the high level description of the logical • Descriptive and specification (explanation, depiction/sketch and portrayal often using a map, matrix and/or model) • Design (plan, intend and aim) • Execution (completing, performing and realizing) 3. The LEAD Way of Modelling A Chief Enterprise Architect defines, develops and creates the following maps, matrices and/or models: • Forces & Drivers • Stakeholder • Strategy • Business Competency • Change & Transformation Drivers • Revenue, Cost, Value, Performance and Operating • Business Workflow, Rules, Requirement, Value Measurements & Reporting • Service, Requirement, Workflow, Object, Performance, Measurement & Reporting, Owner, Roles, Media, Channel, Maturity and Transformation • Process (BPMN), Workflow, Rules, Object, Performance, Measurement & Reporting, Owner, Roles, Rules, Media, Channel, Maturity, Transformation and Requirement • Information (application and data) Requirement, Roles, Rules, Compliance, Measurement & Reporting, Service, Operating, Maturity, Screen Flow and Interface • Technology (platform and infrastructure) Requirement, Roles, Rules, Service, Operating, Maturity, Virtualization, High Availability, Distribution
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Solution Requirement Business Innovation & Transformation Enablement Method Application Innovation & Transformation Enablement Method Technology Innovation & Transformation Enablement Method Business Case
Decisions • Requirement decisions; business and IT value drivers, processes, tasks, events and gateways • Scenario decisions; value rules, flow and measurements • Service construct decisions, service scenario decisions (rules, flow and measurements) • Service tier decisions • Innovation decisions; value innovation and renewal • Transformation decisions; effectiveness, efficiency, optimization and improvement • IT solution options and decisions • Programming possibilities and decisions Scopes • Enterprise-wide with service renewal and information modelling • Specific transformation area • Specific value service and process area and groups • Specific business area and information area specific • Transformation programs • Specific service solution • Transformation and service projects • Process project and value/performance project • Projects and information projects e.g. software projects, business intelligence projects • Process solution, information solution and value/performance solution • Transformation architecture • Value/performance flows, process flows, service flows, information and data flows 4. The LEAD Way of Governance In LEAD, the Way of Governance is the act of governing what exist or in the process of getting developed/deployed. The Way of Value Governance is therefore an essential part of developing a holistic and integrated value approach to verify and ensure value identification and creation for the organization.
VALUE LIFECYCLE In the context of value and process modelling principles, the course participant will learn to think and split their work into the relevant value lifecycle. The lifecycle thinking is vital as it represents the course of developmental changes through which the value components evolve in terms of innovation and/or transformation as it passes during its lifetime. From value planning, value identification, value creation and value realization. It is however important to consider that the value lifecycle is often combined with other lifecycles e.g. process and or application:
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The Chief Enterprise Architect can thereby work with the value lifecycle and its different set of steps/phases in which each phase uses the results of the previous one. It provides a sequence of phases and activities that interact with other objects and artifacts to identify create and realize the needed value.
PROCESS LIFECYCLE In the context of process modelling principles, the course participant will learn to think and split their work into the relevant process lifecycle. The lifecycle thinking is vital as it represents the course of
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developmental changes through which the process components evolve in terms of innovation and/or transformation as it passes during its lifetime. From process analysis, process design, process implementation and continuous process improvements.
Thereby the process lifecycle consists of a set of steps/phases in which each phase uses the results of the previous one. It provides a sequence of phases and activities for a Chief Enterprise Architect.
ENTERPRISE ARCHITECTURE LIFECYCLE In the context of Enterprise Architecture modelling principles, the course participant will learn to think and split their work into the relevant Enterprise Architecture life cycles phases. The life cycle thinking is vital as it represents the course of developmental changes through which the Enterprise Architecture objects and artifacts change in terms of innovation and/or transformation as it passes during its lifetime. From Enterprise Architecture analysis, Enterprise Architecture design, solution/project implementation and continuous Enterprise Architecture improvements.
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Thereby the Enterprise Architecture lifecycle consists of a set of steps/phases in which each phase uses the results of the previous one. It provides a sequence of phases and activities for Chief Enterprise Architect.
INFORMATION LIFECYCLE In the context of information modelling principles, the course participant will learn to think and split their work into the relevant life cycles e.g. information, application and data. The lifecycle thinking is vital as it represents the course of developmental changes through which the information evolves in terms of innovation and/or transformation as it passes during its lifetime. From information analysis, information strategy, information component, information tasks and information service definition (application/data), information operations, improvements and changes. The Information Lifecycle (ILC) thereby consists of a set of steps/phases in which each phase of the ILC uses the results of the previous one. It provides a sequence of phases and activities for information experts and information/solution architects. The ILC adheres to important phases that are essential for the mentioned roles developers, such as information analysis, information strategy/planning, information design, and information implementation as well as continuous information improvements e.g. application optimization data harmonization etc. Today some information lifecycle models have been created, such as ITIL v2 and v3, which is the Application and Service Lifecycle Concept that concentrate only very little on the maturity and architectural aspects of information. The LEADing Practice Information Lifecycle concept interlinks and can be integrated with the mentioned lifecycles; it does however focus on all information aspects from requirements, maturity, modelling to architecture: • Information Analysis & Strategy: The phase where ones information strategy is defined, based on the business and information requirements e.g. business needs and wants, as well as business and information demands. Then information goals and detailed requirements are defined, information choice clarified; through blueprinting the information maps, matrix and models are developed. • Information Design: The phase where one initiates, aligns, arranges, categorizes, charts, defines, determines, quantifies, drafts, outlines and designs the information concept. The information design
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phase considers the identified business requirements and the specific design considerations for information components (e.g. logical/physical), information modules, information features, information functions, information tasks and information services. Information Build & Test: The phase where one creates, sets up, builds, integrates, standardizes, harmonizes, consolidates as well as tests the information solutions. Furthermore information standardization as well as information integration & interface e.g. API is considered. Information Implementation and/or Deployment: The phase where one launches, implements, executes, deploys, activates, completes, concludes and transitions the information to execution (go live). Information Operation: The phase where the information is managed in terms of their components, services, incidents/issues and information change request fulfillments, etc. Continuous Information Improvement: The phase where one improves the existing information operation, evaluates, adjusts, alters, amends, changes, corrects, eliminates, enhances, increases, modifies, optimizes and/or excludes specific information parts.
CAREER PATH The LEADing Practice curriculum is a professional and globally recognized career path built on international standards that are in use today. The LEADing Practice career path is developed to meet professionals’ and organizations’ need for cross-disciplinary competency creation and development.
TARGET AUDIENCE The Chief Enterprise Architect certification program has been designed for professionals who are leading IT projects and aspiring to become a Chief Enterprise Architect in the cross-disciplinary areas of Enterprise Architecture, Value, Process, Service, Information and Transformation. The professional experience required in the relevant architectural disciplines is estimated to be within 15-20 years: • Architect: Enterprise Architect, Business Architect, Transformation Architect, Service Architect, Head of Architecture, Technology Architect, Solution Architect, Application Architect, Process Architect, Service Architect and Information/Data Architect. • Manager: Business Manager, Transformation Manager IT Manager • Director: Head of Architects, BPM Owner, Transformation Owner, Business Owner, Information Owner, Process Owner, LoB Director and LoB Owner.
PRICE € 29,900 (EXCL. VAT) This certification program includes 40 training days, 4 days of Individual Performance Coaching (IPC) and 6 certificates. If two or more participants from your organization are participating in this certification program, you will have the opportunity to use your own enterprise architecture models and thereby work on a personalized case for your company.
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LOCATION & DATES Chicago, USA – 4-8 February 2013 (EA Track 1) – Fully Booked* Ottawa, Canada – 11-15 March 2013 (EA Track 2) – Fully Booked* Hong Kong – 6-10 May 2013 (Trans Track 1)
– Fully Booked* Hong Kong – 10-15 June 2013 (Trans Track 1)
– Fully Booked* Stockholm, Sweden –18-22 March 2013 (Info Track 1) – Fully Booked* London, England – 25 Feb – 1 March 2013 (Process Track 1)
– Fully Booked* Barcelona, Spain – 18 Feb – 22 Feb 2013 (Value Track 1) – Fully Booked* Moscow, Russia – 8 – 12 April 2013 (Service Track 1) – Fully Booked* Amsterdam, Holland – 23-27 September 2013
(EA Track 1) Amsterdam, Holland – 9-13 December 2013
EA Track 2) Zurich, Switzerland – 7-11 April 2014 (Trans Track 1) Zurich, Switzerland – 2-6 June 2014 (Trans Track 2) Amsterdam, Holland – 18-22 August 2014 (Info Track 1) Copenhagen, Denmark – 14-18 October 2013 (Process Track 1) Munich, Germany – 18-22 November 2013
(Value Track 1) Paris, France -10-14 March 2014
(Service Track 1) * Enquire for standby option.
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