Enterprise architect

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Description

An enterprise architect works to build a holistic view of an organisation. This includes areas such as business processes, information gathered, technology used and strategy. The enterprise architect then uses this extensive knowledge of the organisation to help ensure that the business and IT are aligned in respect to the future direction to be taken. Enterprise architecture is the organising logic for IT infrastructure reflecting the integration and standardisation requirements of the operating model.

The enterprise architect will look at the documented strategic direction of the organisation and link this to the IT strategy of the organisation using a variety of models and tools. These can then be used to create two views of the business, the first is called the ‘as is’ view and the second is called the ‘to be’ view. These views are seen as a bridge between senior business stakeholders and senior IT professionals.

Having documented detail of the organisations business and IT ensures that they are both heading in the same direction and that IT is supporting the organisation to perform business in the most efficient and timely manner. The enterprise architecture assists the business to ensure that it is moving in the strategic direction required to meet the business goals. This also ensures that money spent on information technology is done so in a planned and organised manner. The enterprise architect will work closely with key stakeholders from the organisation as well as technical architects, solutions architects, and security architects.

An enterprise architect analyst exhibits capabilities in line with the Skills Framework for the Information Age (SFIA)[1] and the Queensland Public Service Workforce Capability Success Profile.[2]

Within the SFIA profile, the enterprise architect has level 6 capabilities, i.e. initiates and influences the skills outlined below.

Autonomy

Has defined authority and accountability for actions and decisions within a significant area of work, including technical, financial and quality aspects. Establishes organisational objectives and assigns responsibilities.

Influence

Influences policy and strategy formation. Initiates influential relationships with internal and external customers, suppliers and partners at senior management level, including industry leaders. Makes decisions which impact the work of employing organisations, achievement of organisational objectives and financial performance.

Complexity

Has a broad business understanding and deep understanding of own specialism(s). Performs highly complex work activities covering technical, financial and quality aspects. Contributes to the implementation of policy and strategy. Creatively applies a wide range of technical and/or management principles.

Business Skills

Absorbs complex information and communicates effectively at all levels to both technical and non-technical audiences. Manages and mitigates risk. Understands the implications of new technologies. Demonstrates clear leadership. Understands and communicates industry developments, and the role and impact of technology in the employing organisation. Promotes compliance with relevant legislation. Takes the initiative to keep both own and colleagues' skills up to date.

 

  SFIA Skill

SFIA Skill Code

SFIA Skill Level of Responsibility

SFIA Skills Level Descriptor

Enterprise and business architect

STPL

6

Captures and prioritises market and environmental trends, business strategies and objectives, and identifies the business benefits of alternative strategies. Establishes the contribution that technology can make to business objectives, conducting feasibility studies, producing high-level business models, and preparing business cases.

Leads the creation and review of a systems capability strategy that meets the strategic requirements of the business. Develops enterprise-wide architecture and processes that ensure that the strategic application of change is embedded in the management of the organisation, ensuring the buy-in of all stakeholders.

Develops and presents business cases, for high-level initiatives, for approval, funding and prioritisation. Ensures compliance between business strategies, enterprise transformation activities and technology directions, setting strategies, policies, standards and practices.

Consultancy

CNSL

6

Manages provision of consultancy services, and/or management of a team of consultants. In own areas of expertise, provides advice and guidance to consultants and/or the client through involvement in the delivery of consultancy services. Engages with clients and maintains client relationships. Establishes agreements/contracts and manages completion and disengagement.

Information systems coordination

STPL

6

Captures and prioritises market and environmental trends, business strategies and objectives, and identifies the business benefits of alternative strategies. Establishes the contribution that technology can make to business objectives, conducting feasibility studies, producing high-level business models, and preparing business cases.

Leads the creation and review of a systems capability strategy that meets the strategic requirements of the business. Develops enterprise-wide architecture and processes that ensure that the strategic application of change is embedded in the management of the organisation, ensuring the buy-in of all stakeholders. Develops and presents business cases, for high-level initiatives, for approval, funding and prioritisation. Ensures compliance between business strategies, enterprise transformation activities and technology directions, setting strategies, policies, standards and practices.

Emerging technology monitoring

ERMG

6

Co-ordinates the identification and assessment of new and emerging hardware, software and communication technologies, products, methods and techniques. Evaluates likely relevance of these for the organisation. Provides regular briefings to staff and management.

 

Queensland Government roles align with the Queensland Public Service Workforce Capability Success Profile.

The success profile is a sector wide, one-government approach to the leadership behaviours expected of all public sector employees to support high performing workplaces.  The profile describes three performance dimensions (vision, results and accountability) and 13 leadership competencies required against four role types: 

  • Individual contributor (manages self)
  • Team leader (manages individuals)
  • Program manager (manages multiple teams/projects)
  • Executive (manages program managers)

When developing a Role Description, identify the role type and then focus on the most important attributes and create a balance between SFIA skills and leadership skills. 

Entry points

Possession of a Bachelor’s level degree is a must to work as an enterprise architect. The degree should be either a business degree or an information technology degree. A detailed understanding of information technology and how the business works are essential to work in this role.

High level communication and negotiation skill are essential to the role as are sound analytical and conceptual skills. 

 

  1. The Skills Framework for the Information Age (SFIA) provides a common language that integrates with an organisation’s way of working, to improve capability and resource planning, resource deployment and performance management.  This role profile quotes extensively from the SFIA, under licence from the SFIA Foundation.  Information about the SFIA can be found at http://www.sfia-online.org/en
  2. The Queensland Public Service Workforce Capability Success Profile plays a key role in translating the government’s ‘talent management requirements’ into clear behavioural terms, while at the same time delivering organisational change and growth.  The success profile is being utilised to align sector-wide talent management strategies, including workforce planning, talent acquisition, leadership development, capability development, performance management, career management and succession planning.

http://www.psc.qld.gov.au/includes/assets/PSC_Workforce_Capability_Success_Profile.pdf

The supporting Companion Guide can be found at

http://www.psc.qld.gov.au/includes/assets/Companion_guide_QPS_Workforce_Capability_Success_Profile.pdf