Management of EA
Many functions need to be performed across the EA program, such as drafting strategies, setting up and running board meetings, supervising teams, acquiring tools and personnel resources, conducting engineering trade-off analysis, and collecting and analyzing data on EA outcomes. To ensure a successful EA, organizations should have a clear understanding of the key functional roles, interrelationships, and types of communication necessary to complete the development and maintenance of the EA over time (CIO Council, 2001).
It’s important that key roles be identified early in the EA program, and that those roles be re-assessed as the program evolves and conditions change. Responsibilities associated with roles should be clearly defined, including activities to be performed, personnel skills and qualifications, product development responsibilities, and quality/timeliness expectations. As the EA program is rolled out, personnel need to be assigned to the various roles, and their performance needs to be monitored and assessed.
- Chief Information Officer (CIO) Council (2001). A Practical Guide to Federal Enterprise Architecture. Version 1.0.
EABOK® Knowledge Areas
Organizational Scope and Structure of EA
Developing an EA
Management of EA
EA in Practice
Perspectives on EA
EABOK is an evolving knowledge base and more information will be released as available.
In addition to the EABOK Board members, the content is also contributed by the following MITRE employees:
- Carla Kendrick
- Brenda Yu
- Eddie Wang
- Rose Tykinski
- Wakar Khan
- Mike Russell
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