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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 a combination of capabilities from the Skills Framework for the Information Age (SFIA) and the Queensland Public Service Leadership competencies for Queensland Framework.
Within the SFIA profile, the enterprise architect has level 6 capabilities, i.e. initiates and influences the skills outlined below.
Refer to the framework for descriptions of the seven levels of responsibility and accountability.
| SFIA skill||SFIA skill code||SFIA skill level of responsibility||SFIA skills level descriptor|
|Enterprise and business architect||STPL||6||Leads the creation and review of a systems capability strategy that meets the strategic requirements of the business. Captures and prioritises market and environmental trends, business strategies and objectives, and identifies the business benefits of alternative strategies. Develops enterprise-wide architecture and processes which ensure that the strategic application of change is embedded in the management of the organisation, ensuring the buy-in of all key stakeholders. Develops and presents business cases, for high-level initiatives, approval, funding and prioritisation. Sets strategies, policies, standards and practices to ensure compliance between business strategies, technology strategies, and enterprise transformation activities.|
|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||Maintains an awareness of the global needs of the organisation and promotes (to both information systems and business management) the benefits that a common approach to information and communications technology deployment will bring to the business as a whole. Coordinates the promotion, acquisition, development, and implementation of information systems and services in close liaison with those responsible for management and strategy.|
|Emerging technology monitoring||ERMG||6||Plans and leads the identification and assessment of new and emerging technologies and the evaluation of the potential impacts, threats and opportunities. Creates technology roadmaps which align organisational plans with emerging technology solutions. Engages with, and influences, relevant stakeholders to obtain organisational commitment to technology roadmaps. Develops organisational guidelines for monitoring emerging technologies. Collaborates with internal and external parties to facilitate intelligence gathering.|
Queensland Government roles align with the Leadership competencies for Queensland.
Leadership competencies for Queensland describes what highly effective, everyday leadership looks like in the sector. In simple, action-oriented language, it provides a common understanding of the foundations for success across all roles. The profile describes three performance dimensions (vision, results and accountability) and 11 leadership competencies required against five leadership streams.
Leadership streams are not connected to a level or classification, but rather reflect the balance between leadership and technical skills required of an individual. Individuals can consider the ‘value proposition’ of roles rather than the traditional lens of hierarchical structures or classification levels. The five leadership streams are:
- Individual contributor (Leads self and does not supervise others)
- Team leader (leads a team and typically reports to a program leader)
- Program leader (leads team leaders and/or multiple areas of work)
- Executive (leads program leaders or other executives)
- Chief executive (leads the organisation).
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.
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.
 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
 The Leadership competencies for Queensland framework plays a key role in translating the government’s ‘talent management requirements’ into clear behavioural terms. The competencies can be utilised in talent management strategies, including workforce planning, talent acquisition, leadership development, capability development, performance management, career management and succession planning. The competences can be accessed here Leadership competencies for Queensland