Assume you are lead architect faced with a Mergers and Acquisition integration challenge, where complexities and company differences are significant. Currently, the previously independent companies are operating with silo-ed architecture and little standardization or integration between them.
Assume the acquiring company wants to maximize synergy by ultimately achieving a “unification” operating model that uses a common core FFE for operations that overlap.
Based on a review of the article, “Enterprise Architecture for M&A Due Diligence” (located in “The Value of Enterprise Architecture” Folder in in the “Files” section of Canvas), and what you have learned thus far about FFE, enterprise architecture, operating models, and maturation stages, please address the following question:
Explain what steps would you take to achieve the goal of achieving a “unification” operating model that uses a common core FFE for operations that overlap, while also providing the best information possible for the due diligence team. Explain why you would, or would not, aim to have all overlapping functions fully integrated and operational (via new or revised architectures) on “Day 1” of merged operations.
Q2) Chapter 1 of Collaborative Enterprise Architecture lists four dimensions (Perspective, Governance, Strategy, and Transformation) for analyzing Enterprise Architecture (EA) challenges and failures.
Choose one of these dimensions and describe how, in your organization (or one you are familiar with), EA challenges or failures occurred (or could have occurred) in that dimension. Describe the challenges/failures, and how the organization addressed (or could have addressed) those challenges/failures.
Now, looking at the eight-stage process for creating major change described in Leading Change, describe how one or two of the eight stages might have been instrumental in preventing or reducing the effect of the challenges/failures.
Q3) Much of the focus in Week 3’s web article readings concerns the importance of using enterprise architects that are well-rounded and equipped with a number of important skills that set them apart from the average IT architect/developer, business strategist, or project manager.
Consider an example in your organization, or another you are familiar with or research, where you believe one of the following is true: (a) EA is needed to transform ineffective processes/systems, or (b) EA was attempted with limited success, or (c) EA was carried out successfully (cases (b) or (c) are preferred if you have seen EA in action).
Describe three specific enterprise architect skills, from those discussed in the articles, that you believe were, or would be, most important to success in your EA program example (in the case of a failed example, these may be skills that were lacking).
Explain your reasoning for choosing these three skills as “most important to success.”
Do a Business Layer modeling to help visually relate the importance of these three skills by showing them as “functions” done by actors in certain roles in an organization. Use Signavio’s ArchiMate modeling tool, the Visio or Omnigraffle ArchiMate Stencil, the Archi tool, or draw.io to do this. Insert the graphic in your answer (the whole answer with graphic needs to be cut and pasted at the same time) or embed the assured available to view URL where the image of your model can be reviewed immediately by the instructor.
Q4) Monte Ford, Senior Vice President and CIO, American Airlines Incorporated/AMR Corporation, once stated: “If I have a company full of technologists that work in business and do the job in business every day, I’m happy. That’s why we transplant people from the business unit into the technology organization and then send them back out. Even if they’re technology savvy, it’s a requirement to work here, to have technology background, if you’re coming into the management training program or whatever.”
Explain why it would be a good idea – or not – for individuals to have an enterprise architecture background (that is, some experience on the EA team) in order to move into higher levels of organizational management.
Provide and justify four reasons supporting your position.