Introduction
The Open Group Architecture Framework (TOGAF) provides a structured approach for organizations to design, plan, implement, and govern enterprise architecture (EA). Phase H, which focuses on coordination and the business cycle in action, is critical for ensuring that EA efforts align with the organization’s strategic goals and resource allocation processes. This guide will explore the key concepts of Phase H, provide practical examples, and offer insights into how to effectively implement EA within the constraints of the business cycle.
Understanding Phase H
Purpose of Phase H
Phase H is designed to ensure that the EA capability effectively guides change within the organization. It acknowledges that implicit architecture decisions have not met the enterprise’s needs, prompting a formal EA initiative. The primary objectives of Phase H include:
- Identifying Drivers for Change: Recognizing both bottom-up (technology improvements, operational conditions) and top-down (strategic goals) drivers for change.
- Preparing for Future Budget Cycles: Building a foundation for influencing resource allocation in the next fiscal cycle.
- Aligning EA with Business Processes: Ensuring that EA efforts are integrated with the organization’s planning, budgeting, and operational processes.
Key Activities in Phase H
- Assessing Current State and Future Needs: Evaluate the existing architecture and identify gaps that need to be addressed in the next cycle.
- Engaging Stakeholders: Collaborate with key stakeholders to understand their needs and concerns, ensuring that the EA aligns with business objectives.
- Defining Work Packages: Create manageable work packages that reflect the team’s capacity and the enterprise’s readiness for change.
- Monitoring Value Realization: Continuously assess the value delivered by architecture initiatives and adjust plans as necessary.
Practical Examples
Example 1: Identifying Drivers for Change
Scenario: A financial services organization is experiencing increased competition from fintech startups. The EA team identifies the need for improved digital services as a bottom-up driver for change.
Action: The EA team conducts workshops with stakeholders to gather insights on current technology limitations and customer expectations. They document these findings and propose a digital transformation initiative as a top-down driver aligned with the organization’s strategic goal of enhancing customer experience.
Example 2: Preparing for Future Budget Cycles
Scenario: A manufacturing company has a fixed budget cycle that begins four months before the fiscal year starts. The EA team realizes they need to influence the upcoming budget decisions.
Action: The EA team prepares a presentation highlighting the benefits of investing in a new enterprise resource planning (ERP) system. They gather data on potential cost savings and efficiency improvements, ensuring that the information is ready for stakeholders at least four weeks before budget planning begins.
Example 3: Engaging Stakeholders
Scenario: An organization is planning to implement a new customer relationship management (CRM) system. The EA team needs to ensure that all relevant stakeholders are involved in the decision-making process.
Action: The EA team organizes a series of stakeholder interviews and focus groups to gather input on the desired features and functionalities of the new CRM system. They document stakeholder concerns and preferences, which are then used to inform the architecture specifications.
Example 4: Defining Work Packages
Scenario: A healthcare organization is looking to improve its patient management system. The EA team must define work packages that align with the organization’s capabilities.
Action: The EA team assesses the skills and resources available within the organization and creates work packages that are proportionate to the team’s capacity. For instance, they might define a work package focused on integrating existing patient data systems with new telehealth capabilities, ensuring that the scope is manageable.
Example 5: Monitoring Value Realization
Scenario: After implementing a new IT infrastructure, the EA team needs to assess whether the expected benefits are being realized.
Action: The EA team establishes key performance indicators (KPIs) to measure the success of the new infrastructure. They conduct regular reviews to evaluate performance against these KPIs and gather feedback from users to identify areas for improvement.
Conclusion
Phase H of the TOGAF framework is essential for ensuring that enterprise architecture effectively guides change within an organization. By focusing on identifying drivers for change, preparing for future budget cycles, engaging stakeholders, defining work packages, and monitoring value realization, EA practitioners can influence resource allocation and support the organization’s strategic goals.
By following the principles outlined in this guide and applying the provided examples, organizations can enhance their EA capabilities and ensure that architecture efforts are aligned with business needs, ultimately leading to more informed decision-making and successful change initiatives.