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..)
Maturity assessment in an organization is part of current state analysis. In strategy formation or in the enterprise architecture projects, understanding the current state is one of the major milestone. The maturity assessment includes project management, project portfolio management, application portfolio management , process management, IT financial control management, IT investment management, risk management, etc. The maturity level can be determined based on the answers on the following questions. It is more general (abstract) model and it can be applied almost any functional area except the people management.
- Is there a process exist today in an organization?
- Is the process documented?
- Is the process communicated to the organization? (people are aware of the existence of the process)
- Is the process consistently followed?
- Is the process institutionalist ?
- Is the process managed?
- Is the process optimized?
For any maturity assessment, the level of maturity can be determined by depth of the “yes” answer in the list. If none of the above question has a yes answer, then the maturity of that area is in level 0.
Let us take a project management maturity assessment in an organization. Project management’s key objective is to manage cost, quality and time. It is triple constraint in the project management. There are frameworks available from PMBOK to perform the project management in an organization. PMBOK framework suggests that there are nine knowledge area and five process groups.
Five process groups
- Control and Monitor
Nine knowledge areas
- Integration Management
- Time Management
- Scope Management
- Cost Management
- Risk Management
- Quality Management
- Human Resource Management
- Communication Management
- Procurement Management
Take each member of the process group and ask the above questions. For instance let us take initiation process. During this phase, for any projects, the organization must make sure there is a business case. cost benefit analysis, benefit realization plan etc. Identify the major steps in the initiation phase and ask the above questions. Collate the answers to determine the maturity level in the initiation process. Repeat the steps for all members of process groups. Collate all the answers from all the process groups and will determine the project management maturity level in the organization.
The above model can be applied to portfolio management assessment, IT financial management assessment, IT investment management and etc..