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ID Number: G00155260
In many organizations, we find that IT governance (ITG) initiatives and decisions are
defined without a link or even knowledge of enterprise architecture (EA), and vice versa.
Integrating these efforts will have a significant impact on driving more-consistent
behaviors and decisions in line with the chosen strategic direction, thus increasing
business value.
Key Findings
"Enterprise architecture" is the process of translating business vision and strategy into
effective plans for enterprise change. "IT governance" is how the enterprise will direct
and control resources to get there. They are two aspects, or instruments, of the
enterprise's strategic plan and actions toward its business objectives.
The EA process and an ITG process should be closely linked, and both efforts should
leverage the work and results of the other.
Recommendations
If you have an effective EA initiative and an effective ITG initiative, the first critical step is
to ensure that the common inputs and artifacts (such as business context, principles and
models) between each of these efforts are aligned.
If you have an effective EA initiative but don't have an effective ITG initiative, a best
practice is to leverage EA practices (such as requirements, principles and models) to
create the ITG model and ensure that your organization's EA and ITG efforts are
focused on the same business-driven goals and objectives.
If you have an effective ITG initiative but don't have an effective EA initiative, leverage
your governance model to help develop the business case for an EA program to create
more actionable, prescriptive content with which to direct the organization and use in
governance.
If your organization does not have an effective ITG initiative or an effective EA initiative,
it is critical that you determine the level of investment and costs associated with
supporting EA and ITG.
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TABLE OF CONTENTS
Analysis ............................................................................................................................................. 3
1.0 EA and Governance Are Different, but Highly Related .................................................. 3
1.1 IT Governance................................................................................................... 3
1.2 Enterprise Architecture ...................................................................................... 4
1.3 The Intersection Between EA and ITG.............................................................. 4
2.0 Integrating EA and ITG................................................................................................... 4
2.1 Organizations With an Effective EA Initiative and an Effective ITG Initiative.... 5
2.2 Organizations With an Effective EA Initiative and an Ineffective ITG Initiative . 5
2.3 Organizations With an Effective ITG Initiative and an Ineffective EA Initiative . 6
2.4 Organizations With an Ineffective ITG Initiative and an Ineffective EA Initiative6
3.0 Bottom Line .................................................................................................................... 6
Recommended Reading.................................................................................................................... 7
Page 2 of 7
ANALYSIS
In many organizations, we find that IT governance initiatives and decisions are defined without a
link or even knowledge of EA, and vice versa. IT management is working on IT governance and
on partnering with people in the business on IT projects supported by a governance model.
Meanwhile, enterprise architects are somewhat separately focused on EA processes and
practices, and engaging business leaders to ensure that the evolving enterprise architecture
reflects and supports the business strategies and goals (see "Myth Busting: What EA Is Not").
Defining an enterprise architecture and an IT governance model should be closely linked, and
both efforts should leverage the other's work and results. In addition, both enterprise architecture
and an IT governance model should be used in the definition of an IT strategy plan. However, a
lack of business and IT leadership vision, political issues (for example, "stovepiped"
organizations, ownership and control of "turf" issues, and communication challenges), lack of a
commitment to EA and/or governance, and the inability to execute well on either EA or
governance cause a schism between EA and governance teams. The result is:
1. Duplication of many of the common and base practices
2. Disjointed and incongruent decisions
3. Overly complex allocation of roles and responsibilities
These issues, in turn, can have a huge impact on business effectiveness and competitiveness
and the perception of the value of IT, and cause a drain on limited IT budgets and resources.
So, how can EA and governance teams work together to support their respective efforts, and
leverage each other's work? There are two key interrelated initiatives. The first key initiative in
starting to integrate EA and governance efforts is to understand how advanced (or limited) the EA
and governance initiatives are today and to identify strategic areas where they can work
together. The second key initiative is to identify possibly conflicting roles, responsibilities, and
reporting channels between EA and ITG. In this research, we look at four scenarios and outline
specific best practices for how these teams can work together to help the organization work
through this process.
Page 3 of 7
When most organizations focus on implementing effective ITG, several key elements must be
agreed on and put in place. First, the business strategy and initiatives are used to drive the
definition of principles and policies that align IT to business initiatives and objectives and guide
the usage of IT in the organization. Second, the domains of IT governance must be identified
(that is, areas of activity and responsibility subject to ITG). Third, management must have clear
and agreed-on goals for ITG. Fourth, the business organization's structure and style must be
clearly identified and defined, including who has the responsibility and accountability to make the
appropriate decisions consistent with the agreed-on principles for each domain.
Page 4 of 7
So, given that organizations may be in different places with respect to EA and ITG, how can they
integrate and link the two efforts to the benefit of both practices? We offer guidance to enterprises
in the four categories discussed previously.
Page 5 of 7
Page 6 of 7
RECOMMENDED READING
"Myth Busting: What EA Is Not"
"CIOs Reveal Their Issues With IT Governance"
"A Primer for Strategic IT Plans"
"Defining IT Governance: The Gartner IT Governance Demand/Supply Model"
"Gartner Defines the Term 'Enterprise Architecture'"
"Enterprise Personality Profile: Defining and Interpreting Dimensions and Descriptors"
This research is part of a set of related research pieces. See "Organize Your Enterprise
Architecture Effort: Planning for EA Success" for an overview.
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