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Embedding EAM into the project life cycle

Q: Describe the role of EAM in the different phases of the project life cycles

During the project set-up phase, approval gates need to be defined, EA information must be made available to the project team architects need to be assigned to the project organisation. During the solution design and implementation phases , it is important to ensure that the project team develops a solution that aligns with the target architecture, as well as the architecture principles and standards. Project reviews and escalation processes are put in place. Existing project status reports are enriched.

Q: Why and how should EA information be updated?

EA information updates is a 'must' in the closing phase. It is unlikely that the project team will do al its modelling and designing solely with EA tools. If low EAM maturity exist, the project team should be supported because EA tools are not intuitive nor user-friendly.

8 important questions on Embedding EAM into the project life cycle

What is the content of this chapter?

This chapter presents practices that help execute projects in an EAM-compliant way.

Why is developing a target enterprise architecture (EA) important?

It is necessary for the purposeful development of the organisation according to its strategic
objectives and vision, but not of itself sufficient to ensure success.

What are challenges in realising a planned EA by means of a set of architecture-aware
projects?

translate strategic, long-term EA objectives into operational, short-term targets;
additional, numerous stakeholders;
the diverging objectives of the ‘planner’ and the ‘implementer’;
the day-to-day management of scarce enterprise architecture management (EAM) resources;
the management of hundreds of ‘micro-decisions’ that all determine
the future EA.

What should a holistic EAM include wrt the project life cyle?

A holistic EAM should therefore include a set of practices that structures, controls and monitors the projects that shape your EA.

Describe the role of EAM in the different phases of the project life cycles

During the project set-up phase,

approval gates need to be defined,
EA information must be made available to the project team
architects need to be assigned to the project organisation.

During the solution design and implementation phases, it is important to

ensure that the project team develops a solution that aligns with

the target architecture, as well as
the architecture principles and standards.

Project reviews and escalation processes are put in place.
Existing project status reports are enriched.

How can EA documentation help with piloting and roll-out of projects?

The EA repository can be used to help with the different archetypes:

model-driven EAM (on basis of the repository the best suitable units, with great knowledge of a process, can be selected for pilot tests);
strategic applications and vendors EAM;
architecture paradigm EAM;
governance EAM.

Why and how should EA information be updated?

EA information updates is a "must" in the closing phase. It is unlikely that the project team will do al its modelling and designing solely with EA tools. If low EAM maturity exist, the project team should be supported because EA tools are not intuitive nor user-friendly.

What are the management implications when creating EAM awareness?

Organisations require a certain EAM maturity and a powerful EAM team to make their project lifecycle architecture-aware.
Depending on the degree of awareness and maturity and the power of an EAM programme, 3 basic modes of incorporating EAM are:

advising (low decision power: assist with, and advise on project execution)
participating (control project execution) - strong management support
managing (high: control EA implementation) - the alignment of the project portfolio (management) with the EA (management).

The question on the page originate from the summary of the following study material:

Strategic Enterprise Architecture Management Challenges, Best Practices, and Future Developments | 9783642242236 | Frederik Ahlemann, et al

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