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Conclusion: During periods of business-as-usual activity or low project investment, organisations often consolidate or reduce thei.e.terprise architecture (EA) capability. Conversely, when entering a period of transformation or increased investment, organisations often look to increase their EA activity and so must take stock of the state of current EA practices.

This assessment should not only review the number and calibre of the individual architects within the EA team but also include reviewing and/or renewing the organisation’s commitment to the tools and techniques employed in the form of a chosen EA framework standard.

However, the term “framework” has become overloaded and not all industry offerings are created equal, nor are they contemporary. Therefore, it is important to understand the elements that make up a complete “standard” when it comes to EA frameworks. In most cases, a hybrid approach is required to provide coverage of all the necessary elements needed to ensure the EA team can support the delivery of outcomes aligned to business strategy.

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