Enterprise Coherence Governance: Involving the Right Stakeholders

Abstract

In this chapter, we argue that ACET requires the involvement of (at least) two complementary types of frameworks. From a Blue-print thinking perspective, a design framework is needed to structure the actual architectural design thinking. Existing frameworks such as Zachman, IAF, Dya and TOGAF are candidates for the role of the design framework. Which of these frameworks fits best a specific organisation depends on the type of organisation and the best fitting design philosophy. Next to a design framework, the Yellow-print thinking perspective suggests the use of an organisation-specific engagement framework that is concerned with the question of which groups of stakeholders to include in enterprise architecture decision-making during an enterprise transformation, and how to operationally engage them. This framework depends, more than a design framework, on the (strategic) priorities of the organisation, and the stakeholders involved in enterprise transformations. Moreover, depending on the scope and impact of an actual enterprise transformation, more situation-specific tuning of the engagement framework may be needed. The engagement framework suggested by the GEA method involves the (organisation-specific) enterprise coherence dashboards.