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This research note is restricted to the personal use of [email protected] This research note is restricted to the personal use of [email protected] Avoid the 13 Worst EA Practices and Ensure Your Success in the Digital Business Era Published: 15 January 2018 ID: G00343827 Analyst(s): Saul Brand, Betsy Burton, Marcus Blosch Despite best efforts, many EA programs fall from "best practices" to "worst practices." Enterprise architecture and technology innovation leaders must be vigilant and navigate away from practices that sink EA efforts. Here, we identify 13 worst EA practices and offer guidance on how to avoid them. Key Findings Without "linkage" to business strategy and to targeted business outcomes, it is impossible for EA leaders to make business and IT recommendations they can act on and deliver on. Focusing on IT or technical-only architecture in isolation is not the same as EA. This effort fails to meet holistic digital business needs and delivers little business value. Excessive EA governance and overbearing assurance create roadblocks and friction in the business-EA relationship. This impedes technology innovation, speed to value and time to market. A current-state rst architecture focuses attention on today's pain points and problems. It leads to a never-ending spiral of documenting the "as-is," and provides little business value. Recommendations Enterprise architecture and technology innovation leaders seeking to build a world-class EA capability and program: Read this research to learn the worst practices that cause EA programs to fail and the best practices and solutions to circumvent these worst practices and ensure success. Embrace a business-outcome-driven EA approach that is iterative, evolves with your digital business strategy and delivers measurable outcomes. De ne and document the future-state rst. Develop a future-state business vison and context before creating a current-state technology and application inventory.
This research note is restricted to the personal use of [email protected] This research note is restricted to the personal use of [email protected] Structure EA governance to mirror overall enterprise governance so that EA efforts unite decision making across all EA viewpoints and help achieve targeted business outcomes. Table of Contents Analysis .................................................................................................................................................. 2 No. 1. No Link to Business Strategy and Targeted Business Outcomes ............................................ 7 No. 2. Confusing Technical Architecture With Enterprise Architecture ............................................... 8 No. 3. Focusing on the Current-State Architecture First .................................................................... 9 No. 4. Excessive Governance and Overbearing Assurance ............................................................. 10 No. 5. Creating a Standard for Everything ....................................................................................... 11 No. 6. Engrossed in the Art and Language of EA Rather Than Business Outcomes ........................ 13 No. 7. Strict Adherence to EA Frameworks and Industry Reference Models ................................... 14 No. 8. Adopting an "Ivory Tower" Approach to EA .......................................................................... 15 No. 9. Lack of Continuous Communication and Feedback ............................................................. 16 No. 10. Restricting the EA Team to IT Resources Only .................................................................... 18 No. 11. Lack of Key Performance Metrics ....................................................................................... 19 No. 12. Purchasing an EA Tool Before Understanding the Use Cases and Critical Capabilities

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