I believe there has been increased clarity on the information architecture roles in the recent years. Particularly there are few good healthy discussions on how to develop an enterprise architects and what should be their roles? and what is the value proposition to an organization? In general, there is a better awareness in the senior and executive management teams to differentiate an enterprise architect with other architects (system architects, information architects, business architects, process architects and etc). It has been a challenge for the executives to define the apt size of the enterprise architects for their organization.
The question is: What is the apt size of an enterprise architecture team for an organization?
Consultant Answer: It depends..
Consultant answer is correct.
The real question is: What are the factors used to determine size of an enterprise architecture team in an organization?
The list of enterprise level factors used to determine the size of an enterprise architecture team.
- Number of products/service provided by the organization
- Revenue of the organization
- Profit of the organization
- Business Process maturity of the organization
- Finance & controlling maturity level
The list of IT factors used to determine the size of an enterprise architecture team.
- Number of people (including employees, contractors, consultants, out sourced) and their ratio
- IT budget and Finance management controls
- IT Process and system maturity level
- Enterprise architecture adaption rate (or EA maturity assessment)
Based on the above factors the EA team can be classified as large, medium and small. Large is of team size of 50+, medium is of team size between 15-50 and small is of team size less than 20. Let me emphasis the small EA team. I believe majority of the corporation will come under this category and let me expand on the small size of EA team.
Organization structure for a small size EA Team:
Chief Architect (or manager of EA team) should directly report to the CIO. Along with EA function, IT Finance management, IT Security, SOX controls, vendor management functionalities also should come under the same small size EA team.
(Double click the image to zoom..)
Enterprise Architecture is all about making an impact to the organization in various perspectives like technical, financial, business, organization, information, infrastructure and etc. Making an impact to organization will not happen if some one just does his/her job. EA must enjoy and love their job to make an impact to the organization. The love and joy should not be synthesized but naturally initiated and developed.
The real meaning of success is making an impact and enjoy what you do every day – Dr. Ralph Shrader , Chairman & CEO of Booz | Allen | Hamilton. This concept applies to all the jobs in general. The Enterprise architects in the IT organization are the roles have very high likelihood of making an impact to the IT organization. If you want to be a successful Enterprise Architect and make an impact to the organization, understand the EA, navigate the organization, add value to stakeholders and ENJOY doing it every day.
In an executive summary, the top 5 key deliverable of IT Strategy team:
- Formation of IT Strategy – In collaboration with senior executive management team, create the IT organization vision, mission,strategy map (representation of strategy),alignment with corporate strategy and other functional strategy like sales & marketing, accounting and etc
- In collaboration with the senior executive management team, create the organization goal (or strategic theme/focus for the given year), theme owners (senior leadership), set of performance measures for each theme, targets for each measures,
- Balanced Scorecard – Set of initiatives, initiative managers, their plan towards the initiative. (Balanced scorecard can be managed using software as a service solution from vendors like Palladium. It is very cost effective approach instead of having few resources in the PMO team tracking the status of the initiatives for the entire organization )
- Strategy focused organization – Aligning the IT organization to the IT strategy. Ensure the employee goals are aligned to the IT Strategy. Ensure the structure of the organization supports the IT strategy. It is also called sourcing strategy.
- Strategy communication – Continuous communication of the IT strategy and progress being made by the organization towards the IT strategy to business teams & IT teams. Via bulletin boards, brown bag session, departmental town halls, organization town halls