Enterprise Architecture

Desk Reference
Executive Summary

Defining the Role of

Enterprise Architecture
Enterprise architecture (EA) provides the means to apply basic business prin-
ciples within IT and serves as a framework that CxOs can leverage to align IT
priorities with business strategy. Although architecture has been around for years,
most organizations haven’t been able to successfully implement an architecture
program and communicate its value to the business.

META Group’s Enterprise Architecture Desk Reference provides a proven meth-

odology for implementing enterprise architecture and successfully bridging
the gap between business strategy and technology implementation. This
executive summary explains key principles and issues relevant to enterprise
architecture and provides a detailed listing of the content included in the
Enterprise Architecture Desk Reference.

© 2002 META Group, Inc.

All Rights Reserved.
Defining the Role of Enterprise Architecture
Executive
Defining the Role of Enterprise Architecture Summary

Enterprise architecture (EA) is not a new idea, but it is being fostered and applied in
new, innovative ways within today’s leading organizations. A truly useful EA program
must move beyond technology to encompass business issues, and enhance the rela-
tionship between IT and the business. Here, we cover the positioning of the EA pro-
gram within the organization, and introduce the basic steps the EA team must take
to make the program successful.

The notion of creating an architectural construct for information technology used within
the enterprise was first introduced some 15 years ago. EA was seen as a master plan to
reach an improved future state for IT that spanned the entirety of an organization. Al-
though this is a noble goal, and still remains the basis for EA efforts, such architectures
often failed to account for the effects of political realities, business expediencies, and
technological change within the average business.

Since the concept of EA was first suggested, IT organizations have grown dramatically
and have taken on increased importance. At the same time, many industries were also in
the midst of rapid, often dramatic changes in the way they did business. Still, the goals of
architecture programs were usually heavily oriented toward technology, rather than
business issues. Most IT architects remained stubbornly wedded to a purely technical
worldview, which muddies the waters with wheel-spinning debates over point products
and narrow standards.

Now, organizations are looking at EA for business reasons. Realizing that change has
become the norm, progressive organizations pursued EA programs in an effort to bring
some order to IT. Today, EA efforts strive for a more complete representation of busi-
ness, information, technology, and applications (see Chapter 4).

The swing toward this more holistic view of EA roughly correlates to the onset of more
distributed business models in many organizations. At the same time, a new generation
of technologically sophisticated business managers infiltrated the boardrooms of large
companies worldwide. These IT-savvy executives looked to technology to enable busi-
ness strategies with tools such as integrated supply chains, data-based marketing, the
virtual workplace, and e-business applications.

© 2002 META Group, Inc. All Rights Reserved. 2

Defining the Role of Enterprise Architecture
Executive
This increased technical savvy was a double-edged sword for both IT organizations and
Summary
EA efforts. IT organizations now play a more critical role in the development of business
solutions. As a result, they are often challenged to deliver critical projects on time and
within budget. For the EA team, a chief architect and staff with the right approach and
competencies can enhance the relationship between business and IT, bridge the gap
between strategy and implementation, and win influence inside the boardroom.

Recent economic conditions and the resultant slowdown in IT spending have only served
to reinforce this approach. Enterprise architects must be businesspeople first and infor-
mation technologists second. Having this big-picture perspective is critical to success,
particularly given the gap that exists between business and the IT function, a gap that is
often hard to overcome. In addition, there is often the perception in many organizations
that IT is of secondary importance to what business intends to accomplish.The reality is
that IT is a critical element of making a business what it is. Business expects good, sound
decisions in the domain of technology.

To create enterprise architecture, business managers and IT professionals must achieve

a common and cohesive vision of the business and key business challenges as well as the
opportunities and “problem corridors” the company expects to encounter. Unfortu-
nately, the day-to-day activity of both groups tends to be focused on short-term opera-
tional issues. This tactical perspective cannot yield a sustainable competitive advantage,
because investments (particularly in infrastructure and human resources) require time
to mature. The enterprise architecture discipline is enjoying a renaissance in companies
that are tired of throwing good money after bad on reactive, project-level IT “fires.”

The META Group Approach to Enterprise Architecture

Since 1996, META Group, through its Enterprise Planning & Architecture Strategies (EPAS)
advisory service, has advised hundreds of IT organizations on the development, imple-
mentation, and refinement of their EA programs. The feedback and analysis developed in
and around these engagements have also served to refine our approach to EA, as re-
flected in our Enterprise Architecture Process Model (see Figure 1.1 and Chapter 5).

Enterprise architecture, then, is a process that expresses the enterprise’s key business,
information, application, and technology strategies and their impact on business functions
and processes. EA institutionalizes disciplined analysis and decision making. It must be driven
by the enterprise business strategy. It must represent a holistic view across the enterprise.

© 2002 META Group, Inc. All Rights Reserved. 3

Defining the Role of Enterprise Architecture
Executive
A properly implemented EA program will bridge the gap between strategy and imple-
Summary
mentation. It also better prepares the organization for change.

The Enterprise Architecture Process Model provides a logical approach to developing an

EA. It is a multiphase, iterative, non-linear model focused on EA development, evolution,
and migration as well as on the ancillary governance, organizational, and management
processes. It represents key characteristics and a synthesis of best practices of how
successful companies have delivered enterprise architecture. As our EA analysts gain
exposure to a broader set of issues faced by organizations engaged in EA efforts, the
body of knowledge increases with respect to “applied architecture.”

Figure 1.1 — META Group’s Enterprise Architecture Process Model

Environmental Trends

Organize Define/ Define/ Define/ Define/

Business
Arch. Refine Refine Refine Refine
Visioning
Effort EBA EIA EWTA EAP

'"
'" '"
'" '"
'" '"
'"

Document Current Environment Gap

Analysis

• Change Projects
• Information Projects
• Application Projects Implementation Migration
• Technology Projects Planning Planning

The current version of the process model has been adapted to include a more holistic
view of enterprise architecture beyond enterprisewide technical architecture (EWTA
— see Chapter 5), which was the original core of META Group’s EA approach. The
EWTA is a logically consistent set of principles, standards, and models that are derived
from business requirements to guide the engineering of an organization’s information
systems and technology infrastructure.

© 2002 META Group, Inc. All Rights Reserved. 4

Defining the Role of Enterprise Architecture
Executive
The EA model has been expanded to include enterprise business architecture (EBA
Summary
— see Chapter 7), enterprise information architecture (EIA — see Chapter 8),
and enterprise application portfolio (EAP — see Chapter 9) activities. An enter-
prise business architecture is the expression of the enterprise’s key business strategies
and their impact on business functions and processes. An enterprise information ar-
chitecture is an EBA-driven set of models describing the enterprise’s information value
chain. An enterprise application portfolio is the collection of integrated information
systems required to satisfy business needs. The EAP includes a current inventory of
applications and components, a representation of future business architecture and
information architecture requirements, and a migration plan to move the existing port-
folio to the planned portfolio.

A fully realized EA, then, consists of current- and future-state models of these four key
components. These other architecture “decision spaces” can benefit from exploiting the
processes and governance structures that have been introduced and adopted via the
EWTA (see Chapter 10).

The EA effort is both a process and an entity. From the sequence of EA processes and
analyses, a company will derive various EA “artifacts” — guidelines, principles, frame-
works — unique to its situation and strategy. The goal of EA is not simply to create a
sustainable technical infrastructure, but to link business and technical strategy in a self-
reinforcing partnership of ideas and engineering activities.

This report provides a complete overview of EA development and the processes and
skills necessary to support it. But no matter how sophisticated the model, the primary
determinant of an EA’s success is the extent to which corporate line managers compre-
hend, support, and enforce it. Enterprise architecture efforts that are not successful in
gaining this support will fail, regardless of the EA’s design and engineering quality.

Top Issues for Enterprise Architects

Business executives are demanding their organizations, including IT, get back to basics
and focus on the enterprise as a whole. This is driving a pragmatic rebirth in basic busi-
ness disciplines throughout the organization.Typically, strategy is the only discipline that is
cultivated at the enterprise level. Strategy generates direction for the other disciplines,
but then these are executed at the project level, leading to both duplication of effort and
a lack of overall coherence. Now planning and implementation functions are being ex-
tended across the enterprise as well, including IT. EA provides the means to apply basic

© 2002 META Group, Inc. All Rights Reserved. 5

Defining the Role of Enterprise Architecture
Executive
business disciplines within the IT organization. It must align enterprise activities and pri-
Summary
orities with business strategy.

Putting business first means enterprise architects must address the same fundamental
issues as the business in general, and apply those basic disciplines within IT. These include:

Delivering Business Value. More than 70% of IT organizations (ITOs) are run as cost
centers, and more than 90% do not have business-accepted financial models for quantify-
ing the value contribution of the ITO to the business. Companies that struggle with the
question of IT value are asking the wrong question. In reality, the following three distinct
IT value questions exist:
1. What is the value of technology?
2. What is the value of information?
3. What is the value of the ITO?

The value of information is inextricably linked to the value of the business function it
supports.The value of technology is the residual value of the investment, and the value of
the IT organization is the net profit generated by the IT group’s contribution.

The value of the ITO is not strictly financial. Companies with mature IT portfolio valua-
tion methods recognize the value of shared corporate goals and human capital, and knowl-
edge of the company must also be considered in the overall valuation of the ITO. Only
when IT portfolio value is quantified can businesses make informed decisions about
continued investment in IT.

An EA program supports business value creation in many ways (see Chapter 2). The
value of EA, however, is manifested in the work of others. Generally, the results of
planning, not the planning itself, are seen as having value. EA efforts, then, must be visible to
senior managers and provide evidence of business value based on solid metrics, scorecards,
and reporting systems. These will demonstrate the architecture’s impact on IT and busi-
ness investments and on how an architecturally sophisticated approach has mitigated
risk or enabled new opportunities to be exploited.

Enhancing Corporate Agility. The length of business cycles has decreased steadily
during the past two decades. Projects that once had an effective life span of five years
or more may now be developed and modified in near real time, far outstripping the
ability of the typical ITO to react. An EA program instantiates processes within the
organization that foster the development of infrastructure and applications that are

© 2002 META Group, Inc. All Rights Reserved. 6

Defining the Role of Enterprise Architecture
Executive
adaptive in nature (see Chapters 4, 5, and 10). The EA process links an enterprise to
Summary
its competitive, market, and strategic environments; anticipates future requirements; and
encourages continual refinement.

Achieving Cost Control. The current risk-averse economic climate dictates that
discretionary spending, which was a large part of past budget growth, must be watched
closely. While many firms are adjusting key resources, such as staffing and capital, to
compensate, IT initiatives are an earlier consideration and have already started to expe-
rience the reductions. We expect IT organizations will be pressured to reduce non-
discretionary spending as well (percentage-wise consistent with line-of-business [LOB]
cuts). Understanding IT from an investment perspective using portfolio management
techniques is critical (see Chapter 23), as well as being able to communicate the value
proposition of enterprise architecture, infrastructure, and key initiatives in a compelling
business case. EA is not a cost-cutting exercise, but rather a cost-aligning effort. Properly
developed, EA provides a professional, holistic perspective that is critical to transform-
ing and maximizing the IT assets within an organization.

Maintaining Business/IT Alignment. One of the responsibilities of the architecture

team is to facilitate a dialog between the business and the IT organization to create a
common requirements vision as part of the architecture process (see Chapter 11).
Although valuable, this dialog is too focused and narrow in its architectural motivation to
serve as the sole mechanism to continually manage ongoing, holistic, systemic alignment
of the IT function within the business. Leading-edge organizations recognize that one-
time alignment of the business and the IT organization is insufficient. Nothing short of
continual alignment will do.

Instead, the primary vehicle for ensuring IT and business alignment should be the enter-
prise program management office (EPMO). The EWTA team brings a technical view to
the table, and the EPMO is focused on coordination of the entire solution portfolio.
Therefore, they are highly complementary in the perspectives they bring toward the
alignment goal. If either the EPMO or the EA process is absent, then the group that does
exist must bear a larger burden/responsibility to facilitate the ongoing business/IT dialog.

Enterprise Architecture as Change Agent

In the past, most systems were developed to address a set of known, obvious require-
ments.That approach is no longer tenable.Although change in most organizations is inevi-
table, the specifics of change are usually unknown. Systems and organizational constructs

© 2002 META Group, Inc. All Rights Reserved. 7

Defining the Role of Enterprise Architecture
Executive
need to be built adaptively to facilitate this inevitable change.The primary design goal for an EA
Summary
must be to enable rapid change in business processes and in the applications and infrastruc-
ture that enable them. EAs that achieve this goal are characterized by seven properties:
· Consistency: Change is required at “warp speed,” and the EA practice should facili-
tate this by selecting solutions that will establish harmony between the existing envi-
ronment and the new or enhanced infrastructure, systems/applications, and business
processes.
· Extensibility: Every architecture component should be designed such that it en-
compasses the full enterprise, meaning it should be enterprisewide to the fullest
extent possible.
· Scalability: The architecture should look for solutions that can grow, morph, or
even mutate as the business requires it, depending on the changes that occur in the
business environment.
· Supportability: This involves the capability of the solution not only to support the
full extent of the business, but also to be supported by its provider on either a local
or global basis.
· Comprehensiveness: As the architecture seeks to provide the widest possible
solution or support to the business at large, the architecture should also be such that
it covers the current and future environments of the organization, tending toward
completeness.
· Lucidity (business-change-driven): IT organizations are expected to respond to a
“schizophrenic” enterprise — where change is constant and the architecture should
play the bridging role, establishing clear targets for change and making them under-
standable to the organization in clear business language. It is also becoming impera-
tive for organizations to distinguish between change through growth (continuity),
which is “more of the same,” versus real change (disruptive), which introduces dif-
ferent design perspectives, roles, and actions.
· Component-based nature (modular or reuse-driven): Systems/applications should
be selected or developed to establish a culture of optimum reuse, in which the
portability/modularity of solutions (or components within solutions) is the primary
design goal.

Facilitating change enables IT to respond in a timely manner to the needs of the business.
It enables the IT organization to be more proactive and anticipate change, rather than
simply dealing with it as the need arises. EA, strategy development, and enterprise pro-
gram management are the key disciplines needed to manage such an environment.

© 2002 META Group, Inc. All Rights Reserved. 8

Defining the Role of Enterprise Architecture
Executive
Fostering Portfolio and Program Management Summary

Applying the financial portfolio management paradigm to IT investment decision making

is becoming a popular management approach among high-performance organizations.

IT portfolio management is a disciplined and structured approach of continuous, repeat-

able, and easily sustainable processes designed to map business requirements to technol-
ogy decisions (see Chapter 23). IT portfolio management enables organizations to
categorize, evaluate, prioritize, purchase, and manage technology assets and projects. It
also enables organizations to align IT spending with current and future business needs to
achieve an acceptable balance of risk and reward.

Shifting available resources to achieve desired returns on the investment of those re-
sources, while simultaneously balancing risk across a portfolio, sounds like a financial
expert’s discipline. Although this is true of those successful in financial markets and with
responsibility for an enterprise’s financial investment portfolio, it is also true for anyone
with the responsibility of deciding how an organization will allocate its own scarce re-
sources — whether time, money, people, or fixed assets — in the quest for certain
benefits while tolerating certain levels of risk.

IT portfolio management, then, is essentially an investment-planning discipline. The IT

portfolio should be managed with three goals in mind: maximizing the value of the port-
folio, aligning the portfolio with the goals of the business, and balancing the risk/reward
potential within the portfolio.

The architecture team is responsible for providing a lower-level, future-state view of the
IT organization. This view includes goals for the ITO, such as future investments in tech-
nology and future investments in skills relative to those new technologies, applications,
and information assets. The IT portfolio should then be tailored to facilitate these goals.

In adopting a portfolio management approach to enterprise investment decision making,

organizations must develop other supporting process disciplines. Chief among these are
enterprise strategy and planning, enterprise architecture, and enterprise program manage-
ment, as well as a focus on risk and value management within these higher-level disciplines.

The IT project portfolio is facilitated within the enterprise program management office.
In fact, the entire EA process is implemented and governed through the discipline of
enterprise program management (EPM — see Chapter 20). EPM is the key to

© 2002 META Group, Inc. All Rights Reserved. 9

Defining the Role of Enterprise Architecture
Executive
implementing architecture. EPM combines corporate-level project and program man-
Summary
agement skills with the value management, process management, and human-resource
capabilities necessary to manage projects. An effective EPM office is a best practice
found consistently in the most successful IT organizations. When closely aligned with a
parallel enterprise architecture program, the benefits of each are magnified.

EPM, enterprise strategy and planning, and EA not only contribute to, but also overlap
with the portfolio management process (see Figure 1.2). The establishment of an invest-
ment mix is both a strategy and a portfolio management activity. EA not only contributes
recommendations for the creation of portfolios, but also manages the life cycle of many
assets through the management of information technology standards. EPM likewise con-
tributes to and overlaps with portfolio management, but with EPM, the overlap is much
more significant. In some organizations, the project portfolio is the only portfolio to
which management discipline is applied, resulting in the EPM process being synonymous
with portfolio management (PfM). In any case, a portfolio management approach will be
more effective when augmented with added process disciplines of enterprise strategy
and planning, EA, and EPM.

Figure 1.2 — Integration of Key Processes in Portfolio Management Effort

Enterprise
Strategy and
Planning

Portfolio
Management
Enterprise
Enterprise
Program
Architecture
Management

© 2002 META Group, Inc. All Rights Reserved. 10

Defining the Role of Enterprise Architecture
Executive
Selling, Communicating, Transforming Summary

Besides developing and implementing an EA, the EA team will also be responsible for
promoting the EA within the organization, ensuring everyone in the organization — not
just IT staff — is aware of the benefits, and facilitating change in concert with the EPMO.
All these supporting activities usually take place amid the political landscape of the typical
corporation, which means not everyone may be allied with the EA effort. This makes
these activities critical to the success of the EA program.

Selling. Salesmanship may not be a quality normally associated with IT, but a continuous
focus on selling EA to the rest of the organization is necessary. EA is not well understood
within the typical organization, and the ROI from the program is often not readily appar-
ent. An EA program requires both initial and ongoing sponsorship and support. More-
over, that support may need to be fostered in an environment where an array of forces
is aligned against the EA effort. The EA team must develop some basic sales skills and
employ them in an ongoing program that targets the various stakeholders both inside
and outside the organization (see Chapter 15).

Communicating. EA and EPM enable an organization to structure its transformation

holistically across and into the enterprise. They also enable an enterprise to bridge the
strategy-to-implementation gap that exists between the business and IT organizations.
These gaps usually involve complex, creative, future-focused collaborative efforts to
achieve success. The biggest step in bridging these gaps is clearer, more consistent
communication that is understood by business and IT organizations alike. Communication
is critical in obtaining and sustaining sponsorship and support. To leverage communica-
tions in this transformation effort, proactive planning of how, when, and to whom to
communicate is essential (see Chapter 19).

Transforming. Enterprise architecture is about transformation. EA artifacts are used

to change business processes and models, organizational structures, information usage
and flows, information technology infrastructure, and applications. However, transfor-
mation does not happen overnight, nor does EA change quickly to reflect the transfor-
mation. Defining such transformation depends not only on the business vision that the
transformation supports, but also on the willingness and capabilities of the enterprise to
undergo that transformation.

Transition planning starts with the creation of processes to align tactical actions to con-
tribute to the strategic goal — attaining the future-state architecture. Once these processes

© 2002 META Group, Inc. All Rights Reserved. 11

Defining the Role of Enterprise Architecture
Executive
are established, the enterprise architecture team, if possible, should leverage the EPM
Summary
office to pilot the organization through transition. Because the EPM office is the manage-
ment repository for IT projects, it will connect EA to IT projects as well allocate re-
sources (see Chapters 24 and 25).

The EA Team

What sort of staff is required to effect such far-reaching change within the typical orga-
nization? We view the team as consisting of a chief architect and enterprise architects.
Both positions require broad skills in technology and business.

Employing a properly skilled, competent person for the job of chief enterprise architect
can be a critical success factor affecting the strategic quality and content of an EA. The
right chief architect can enable tighter business/IT alignment, better decisions, and a suc-
cessful EA implementation.

However, the title “chief architect” is not as pervasive as the role and responsibilities. In
terms of being a formal job description or role within an organization, chief architect is
still not a widely accepted position. We estimate fewer than 30% of organizations have a
designated chief architect. There is a lot of fear about giving someone a title with the
word “chief” in the name, unless they are at the executive level. To have someone lower
down the chain — in many cases several levels down the reporting chain — carrying the
chief title is not viewed as acceptable.

In organizations where the chief architect does exist, whether formally or informally, the chief
architect typically reports to the CIO. Secondarily, the chief architect’s role often manifests
itself in such job titles as VP of architecture, director of architecture, VP or director of IT
strategy, and lead architect.The position may not even have the word “architect” in the title.
Sometimes, the role of architecture may be buried inside the strategy function.

While many organizations do not have chief architects or their equivalents, many do have
a formal architecture team. More often than not, the chief architect on these teams is a
lower-level person, a manager or analyst. It is hard to define the responsibilities of that
level of person.

Within this organization construct, the architecture team often collectively takes on the
responsibilities of a chief architect.When this construct is included, we estimate that perhaps
60% of Global 2000 organizations have some sort of architecture program in place.

© 2002 META Group, Inc. All Rights Reserved. 12

Defining the Role of Enterprise Architecture
Executive
The EA team size will vary by the size of enterprise, where the enterprise stands with
Summary
regard to the EA process, and acceptance of architecture as a value-add activity.

A topic of some debate is just how large an ITO has to be to benefit from an EA program.
We believe an ITO needs to be of a certain size — roughly 100 full-time employees — to
adopt the formalism of an EA process — the organizational structures, deliverables,
meetings, governance mechanisms, etc. Smaller groups generally do not have the staff
available to afford implementing the structure involved in an EA program. However, even
these smaller organizations can benefit significantly from developing and applying EA
principles across the ITO.

While evaluating the job of enterprise architect, META Group has determined that enter-
prise architect competencies can be grouped into three areas of decreasing importance
(see Appendix A for more details on EA job descriptions and competencies):

Essential Competencies Very Important Useful

Competencies Competencies
• Dealing with ambiguity • Customer focus • Approachability
• Business acumen • Timely decision making • Informing
• Creativity • Innovation management • Integrity and trust
• Decision quality • Intellectual horsepower • Dealing with
paradox
• Organizational agility • Learning on the fly • Managing through
systems
• Perspective • Presentation skills
• Strategic agility • Standing alone
• Comfort around higher • Managing vision and
management purpose
• Written communications
skills

Summary

• The role of an EA team is formidably broad and detailed, and it is true that EA is not easy.
Moreover, a “big bang” approach does not work. EA is an iterative effort that yields
incremental, but still significant, improvements in efficiency and IT/business alignment.

© 2002 META Group, Inc. All Rights Reserved. 13

Defining the Role of Enterprise Architecture
Executive
• As the Enterprise Architecture Desk Reference presents the EA process and support-
Summary
ing functions in detail, it observes these key principles:
− EA is an ongoing, iterative process designed to yield incremental gains.
− The EA process model is designed to guide business and IT professionals through
the process of EA design and implementation.
− The goal of enterprise architecture is not simply to create a sustainable technical
infrastructure, but to link business and technical strategy in a self-reinforcing
partnership of ideas and engineering activities.
− Architecture is a manifestation of IT strategy. IT strategy is an articulation of
how IT will enable business strategy. Infrastructure is a manifestation of the
EWTA at a point in time.
− Enterprise architects, the stewards of the process, should demonstrate a con-
sistent set of competencies and use them to foster a richer and more creative
working relationship with their business and IT counterparts and to develop a
strategically positioned enterprise architecture.
− EA is dependent on close interaction with strategy and EPM functions.
− EA requires not only close attention to the EA process itself, but also supporting
activities such as selling, communications, and transition planning.
− The role and responsibilities of an EA team and its members should be foremost
to own the process described here, create the deliverables associated with the
enterprise, and mentor, coach, and evangelize EA across the organization.

© 2002 META Group, Inc. All Rights Reserved. 14

Defining the Role of Enterprise Architecture
Executive
Summary
About the Report
The Enterprise Architecture Desk Reference provides a proven methodology for imple-
menting enterprise architecture and bridging the gap between business strategy and
technology implementation. The report also provides best practices for tying enterprise
architecture, enterprise planning, and enterprise program management (EPM) together to
successfully implement a successful IT portfolio management strategy.

Key topics covered in the Enterprise Architecture Desk Reference include: defining the role
of the chief architect, building the vision, and rationalizing enterprise architecture and the
IT organization; creating an effective framework and process model for establishing
enterprisewide technical architecture; revealing best practices such as architecture readi-
ness assessments, maturity audits, communications, technology trends, portfolio manage-
ment, and transition planning; and constructing the architecture organization — outlining
job descriptions and critical core competencies.

The Enterprise Architecture Desk Reference is an essential tool for today’s enterprise
architect, providing invaluable information to elevate IT proficiency and credibility.
This 378-page resource includes 25 chapters comprising four sections:
· Establishing Enterprise Architecture
· The Enterprise Architecture Framework
· Critical Elements of Enterprise Architecture
· Enterprise Architecture Best Practices

The Enterprise Architecture Desk Reference can be purchased by contacting a META Group
representative at (800) 498-META [6382] or at www.metagroup.com/eadeskreference.

About META Group

Bottom-Line Guidance for IT and Business Transformation
META Group is a leading research and consulting firm, focusing on information technology
and business transformation strategies. Delivering objective, consistent, and actionable
guidance, META Group enables organizations to innovate more rapidly and effectively.
Our unique collaborative models help clients succeed by building speed, agility, and value
into their IT and business systems and processes.

© 2002 META Group, Inc. All Rights Reserved. 21