The Preliminary Phase involves tailoring the TOGAF framework for integration with the enterprise. But, that does not mean that we alter the entire spirit of TOGAF to match and fit the organization. If there is a lacking in the organization, we might need to alter the organization itself. Hence, the Organizational Model for Enterprise Architecture is an important deliverable produced in the Preliminary Phase.
For an architecture framework to be used successfully, it must be supported by the correct organization, roles, and responsibilities within the enterprise. In particular, it is very important that the boundaries between Enterprise Architecture practitioners are well defined. Along with these, it is important to define the governance relationships that span across these boundaries.
Typically an Organizational Model for Enterprise Architecture can contain:
Before we touch the organization model, we should know its scope very well. How much of it would be involved in the enterprise architecture project; and how much of it is available to align with our model. With this finalized, we should go ahead with the following steps.
An enterprise architecture project needs a basic maturity of the organization. Before we jump into action, we should make sure this is the case. We should assess the maturity of the tools and processes in place; identify any gaps; and define an approach to resolve these gaps. Based on these, we can then ensure that the organization is mature enough to go ahead with an enterprise architecture project.
Chaos is certain without a defined set of roles and responsibilities. They are absolutely essential when working on an enterprise scale project. Before we begin, the roles and responsibilities of the architecture team(s) and each architect in these teams have to be defined clearly.
No architect ever got a free hand to do what he wanted. Every project has to live among constraints. It is important to understand and document these constraints, so that they can be considered in the architectural decision made. At the same time, one can not bury the project under unreasonable constraints. The constraints should reflect back on the organization, so that it can provide for what the project needs.
No project is possible without the required budget. The budget requirement is an important constituent to be considered in the organization model for the enterprise architecture.
The architect cannot live his own governance strategy. The governance strategy defined for the enterprise architecture has to be reflected in the organization model.