May, 202019 · Have a business capability model that provides an overview of the organisation.Portfolio ManagementManages processes, methods and technologies used by the organisation and designed around those capabilities in the following ways:· Enterprise capability-based portfolio· Customer & business event-based portfolio· Sector & Agency based portfolioThere can be a mix of portfolio structures according to the needs of the organisation.Enterprise ArchitectureDefines and designs the artefacts needed within the organisation. Note the many artefacts at different levels that align with one another. The Core dimensions contain:· Business- catalogue and strategy for customers, channels, product and services, people and organisation, processes· Data and Information- taxonomies, asset catalogue, quality framework, and governance framework· Applications and ICT services- taxonomy, asset catalogue, and API catalogue· Infrastructure- taxonomy and asset catalogueAround the Core dimensions are the Controlling dimensions:· Strategy, Investment and Policy­strategic plans, portfolios, capability road maps· Governance and performance­benchmarks, measurements, assessments and, targets· Standards­national, international, industry standards used within the organisation· Privacy, Security, and Digital Identity­ laws, regulations, guidelines, possible threats and vulnerabilities, and mitigation plansAcross the Core dimensions are different perspectives, each designed to align with the other:· Reference Architectures, Design Patterns· Transformation Programmes· Business CapabilitiesWhat is the value?Use this technique to align capabilities with business services, application, software services, data and information, infrastructure, skills and competencies. Indicate if the capability 'Uses', 'Produces', or 'Impacts/Influences' services, applications, information, infrastructures, competencies, etc. This will give you a holistic view of your organisation.It shows:· Services used by different capabilities· Impact on capabilities from planned updates to archived applications· Visibility on information that flows through the organisation. Where it is produced, used, stored, what more can we get out of it· What are our critical infrastructures?· What skills do we need, gaps, who to hireThe value:· Fact-based decisions on change, innovation, and transformation· Focused transformation road-map:· Manual processes· Product and service· Optimise processes· New opportunitiesIt all contributes to the design of a successful strategic enterprise architecture.Designing a strategic enterprise architecture is not a one-off job. It is a guideline for a possible implementation of the future. The further into the future, the more abstract it must be. Your organisation changes constantly, and that needs to be reflected in your strategic enterprise architecture, the holistic view of your organisation. It needs to be part of the culture and therefore must be part of the change management process of your organisation.
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