Principal Enterprise Architect

Summary

A principal enterprise architect leads at the highest level and is responsible for ensuring the strategy is developed, agreed and followed.

At this role level, you will:

  • network and communicate with senior stakeholders across enterprises, and actively seek opportunities for improvement

  • support multiple communities and teams

  • find and use best practice

  • find and use emerging technologies and approaches

  • inspire other enterprise architects and help them understand how to meet organisational goals

  • horizon scan for external influences or risks

  • support successful delivery of the long-term strategy

  • be responsible for the overall direction of business and digital capabilities

  • be responsible for the creation, maintenance and consumption of a Digital Twin

Background

Background Components

Description Background

Has extensive business knowledge and a comprehensive understanding of current and emerging information and communications technologies and of how they can support and enhance the goals and objectives of the organisation. Has a practical understanding of business analysis and architectural methods and approaches. Has a good working knowledge of the employing organisation’s policies, management structure and business objectives, and of the existing IT portfolio and infrastructure.

Prior Knowledge and Skills

Work Activity Components

Title Details

Assessment

Plans and leads the identification and assessment of new and emerging technologies, products, services, methods and techniques and their evaluation in terms of potential impacts, threats and opportunities to the organisation.

Development needs

Determines development needs for a professional practice area. Aligns development activities with organisational priorities, learning and development strategies and career pathways.

Communities of practice

Promotes the establishment and ongoing development of one or more community of practice (CoP). Encourages participation and ensures alignment with organisational needs.

Strategic position

Draws on formal models and roadmaps, such as detailed PESTLE, Porter’s 5 Forces, resource audits, VMOST, and SWOT analyses, to support business planning activities including financial budget prioritisation and allocation at an organisational level, workforce planning, and proposed changes to operational locations.

Environmental scanning

Maintains awareness of technology, industry and regulatory directions. Assesses new trends, methods, processes and technology that could enable organisational objectives (e.g. increase organisation margin; benefit citizens, customers and employees; grow the organisation; move from customer experience to customer engagement as a business approach).

Strategy formulation

Leads investigations into major options for providing IT services effectively and efficiently and recommends solutions. Directs the identification, articulation and formalised assessment of disparate approaches for solving business and technical problems or pursuing organisational goals at an organisational or pan-organisational level.

Strategy/plan evaluation

Sets out a programme of architecture compliance reviews to assure that business capabilities and technology estate in situ meet architecture and business principles to validate change activities to understanding any architecture deviations, impacts and variations from the business and technology architectures. This includes usage of business and technology artefacts, the relationship between them and the effectiveness of those architectures planned versus actual.

Organisational representation

Represents employing organisation at appropriate forums and makes a positive contribution to relevant industry groups.

Strategy Implementation/ plan execution

Directs and governs the development and communication of, and alignment to, roadmaps of business and technology change, to assure successful delivery of desired business outcomes.

Knowledge/Skills

Knowledge/Skills Components

Title Depth Details Type

Analytical Thinking

Acquiring a proper understanding of a problem or situation by breaking it down systematically into its component parts and identifying the relationships between these parts. Selecting the appropriate method/tool to resolve the problem and reflecting critically on the result, so that what is learnt is identified and assimilated.

Behavioural Skills

Conceptual Thinking

Acquiring understanding and insights regarding the underlying issues in complex problems or situations through the development of abstract representations, the identification of patterns and the analysis of hypotheses.

Behavioural Skills

Interacting with People

Establishing relationships, contributing to an open culture and maintaining contacts with people from a variety of backgrounds and disciplines. Effective, approachable and sensitive communicator in different communities and cultures. Ability to adapt style and approach to meet the needs of different audiences.

Behavioural Skills

Influence, Persuasion and Personal Impact

Conveying a level of confidence and professionalism when engaging with stakeholders, influencing positively and persuading others to take a specific course of action when not in a position of authority.

Behavioural Skills

Leadership

Clearly articulating goals and objectives and motivating and leading others towards their achievement.

Behavioural Skills

Business Analysis Techniques

Proficient in

Applying techniques that help investigating, analysing, modelling and recording a business area or system of interest.

Technical Knowledge and Skills

National/International Standards

Proficient in

Current and emerging standards associated with IT practice nationally and internationally, published by authorities such as IEEE, IEC, BSI, ISO.

Technical Knowledge and Skills

Operational/Service Architecture

Familiar with

Knowledge of the IT/IS infrastructure and the IT applications and service processes used within own organisation, including those associated with sustainability and efficiency.

Technical Knowledge and Skills

Own Organisation’s IT Products and Services

Expert in

The IT products and/or services supplied to internal and external customers by own organisation.

Technical Knowledge and Skills

Research Field

Familiar with

Theory, current practice and latest developments in a field of computer science, telecommunications, software engineering, information systems or other cognate discipline.

Technical Knowledge and Skills

Product Evaluation and Selection

Proficient in

The analytical comparison of IT products against specified criteria (including costs) to determine the solution that best meets the business need.

Technical Knowledge and Skills

Big Data

Familiar with

The discipline associated with data sets so large and/or complex that traditional data processing applications are inadequate. The data files may include structured, unstructured and/or semi-structured data, such as unstructured text, audio, video, etc. Challenges include analysis, capture, curation, search, sharing, storage, transfer, manipulation, analysis, visualization and information privacy.

Technical Knowledge and Skills

Cloud/Virtualisation

Expert in

The principles and application of cloud/ virtualisation (including ownership, responsibilities and security implications). Use of tools and systems to manage virtualised environments.

Technical Knowledge and Skills

Proof of Concept and Prototyping

Proficient in

Performing a proof of concept or prototyping exercise to demonstrate or evaluate the feasibility and potential benefits of applying a particular technological business change in order to meet a business need.

Technical Knowledge and Skills

Process Improvement Techniques

Proficient in

Methods, tools and techniques to analyse and optimise processes in order to improve the quality of a product or service.

Other Knowledge and Skills

Business Characteristics

Expert in

Organisational structures; their mission, objectives, strategies and tactics adopted by organisations; measures of performance such as critical success factors and key performance indicators; organisational cultures and cultural dimensions.

Other Knowledge and Skills

Presentation Techniques

Proficient in

Methods and techniques for delivering effective and accessible presentations, either face-to-face or online within various contexts and to a variety of audiences.

Other Knowledge and Skills

Budgets

Proficient in

Principles, methods, techniques and tools for the preparation and monitoring of budgets to manage costs and ensure cost-effectiveness and value for money.

Other Knowledge and Skills

Business Proposals

Proficient in

Methods and techniques for preparing and presenting business cases, requests for proposal (RFP) invitations to tender (ITT) and statements of requirements/work both verbally and in writing.

Other Knowledge and Skills

Techniques for Effective Meetings

Proficient in

Methods and techniques for running effective meetings and for understanding and influencing the roles played by participants.

Other Knowledge and Skills

Coaching Techniques

Proficient in

Methods and techniques for coaching individuals or groups by a balanced combination of support and direction, including use of virtual learning environments plus add-ons to augment feedback specific to work items, workflow or career plans.

Other Knowledge and Skills

Service Delivery Economics

Expert in

The economics of service delivery, such as the cost per service line in terms of hardware, software, and manpower used to deliver the service.

Other Knowledge and Skills

Training Activities

Training Components

Title Details

Service Delivery

The service delivery processes: the systems, products, services, hardware and software environment.

Strategic Planning for Information and Communications Systems

The process of defining the ICT strategic plan of an organisation in a methodical way based on business aims and objectives thereby enabling the specification of options and associated action plans for the use of IT-enabled business processes.

Coaching

Concepts, methods and techniques for providing coaching in subject specialisms to individuals or groups (e.g. GROW model).

Advanced Techniques for Business Process Improvement

More complex tools and techniques associated with the analysis, modelling and streamlining of business processes.

Outsourcing Theory

Principles of outsourcing, including techniques for identifying services that could be procured from external suppliers, strategies for supplier selection, contract formats and management of the supplier relationship.

Mentoring

Methods and techniques for providing mentoring support to less experienced individuals.

Latest Cyber Security Threats for Senior Execs

Short, high-level, up-to-date and to-the-point briefing on the latest threats and vulnerabilities in cyber security.

PDAs

PDA Components

Title Details

Mentoring

Acting as a mentor, advising those for whom there is no direct responsibility, on matters to do with their job role, career and professional development.

Gaining Knowledge of Broader IT Issues

Increasing and maintaining currency of knowledge of broader IT issues through reading, attending and participating in seminars or conferences, special studies, temporary assignments etc.

Gaining Strategic Knowledge of Employing Organisation

Developing a comprehensive understanding of the business environment in which the employing organisation operates and its position, policies and direction in relation to industry, country and global issues.

Gaining Knowledge of Standards and Legislation

Gaining and maintaining knowledge of relevant national and international standards and legislation.

Participation in Professional Body Affairs

Taking an active part in professional body affairs at branch, specialist group, committee or board level.

General Management

Continuing learning and development in general management skills, such as effective communication, leadership styles and skills, team building and team roles, motivation and delegation, planning and resource scheduling, influencing, persuasion and negotiation, so as to be in a position to accept greater responsibility at senior management or director (including non-exec) level.

Qualifications

Qualification Components

Title Awarding Body

TOGAF Certification Portfolio (4 certificates)

The Open Group

Chartered IT Professional (CITP)

BCS – The Chartered Institute for IT

FEDIP Leading Practitioner

FEDIP

Organisation Skills

Framework » Organisation
Category » Subcategory
Skill Name and Description Level

DDaT » Enterprise Architect

Enterprise Architect – Commercial perspective

You can understand and contribute to commercial contracts, procurement, sourcing and exit strategies. You can contribute to supplier selection and evaluation processes. You can use government procurement processes and frameworks such as G-Cloud, the Digital Services Framework and the Digital Marketplace. You can implement effective sourcing strategies that meet organisational needs.

4 – Expert

You can coach others in appropriate commercial, vendor and legal issues.

DDaT » Enterprise Architect

Enterprise Architect – Communicating between the technical and non-technical

You can communicate effectively across organisational, technical and political boundaries, understanding the context. You can make complex and technical information and language simple and accessible for non- technical audiences. You can advocate on behalf of a team and communicate what it does, to create trust and authenticity. You can successfully respond to challenges.

4 – Expert

You can mediate between people and mend relationships, communicating with stakeholders at all levels. You can manage stakeholder expectations and moderate discussions about high risk and complexity, even within constrained timescales. You can speak on behalf of and represent the community to large audiences inside and outside of government.

DDaT » Enterprise Architect

Enterprise Architect – Community collaboration

You can contribute to the work of the community, building successful teams through understanding team styles and influencing and motivating team members. You can give and receive constructive feedback, enabling the feedback loop. You can moderate conflict resolution within teams. You can ensure that the team is transparent and that the work is understood externally. You can help teams maintain a focus on delivery while being aware of the importance of professional development.

4 – Expert

You can solve and unblock issues between teams or departments at the highest level. You can understand the psychology of the team and have strong mediation skills. You can coach the organisation on team dynamics and conflict resolution, while also building and growing the community.

DDaT » Enterprise Architect

Enterprise Architect – DDaT perspective

You can demonstrate an understanding of user-centred design, technology and data perspectives. You can understand the range of available technology choices and can make informed decisions based on user need and value for money. You can understand the variety and complexities of digital and data contexts and can design services to meet them. You can demonstrate knowledge of the wider digital economy and advances in technology.

4 – Expert

You can show knowledge of the wider digital economy and advances in technology. You can understand Agile working at an organisational level. You can create the environment for success. You can initiate and support working with other digital, data and technology (DDaT) roles, job families and professions.

DDaT » Enterprise Architect

Enterprise Architect – Enterprise and business architecture

You can demonstrate a strong understanding of enterprise architecture and its subdomains. You can understand the organisational landscape and strategy of an organisation and can support the creation of future state architecture aligned to strategy. You can translate business drivers, goals and constraints into business objectives. You can define required capabilities and support organisational changes to create operating models that meet business objectives. You can describe and influence relationships between organisational structures, processes, technology, people and skills within and outside of an enterprise, to achieve transition to the new state.

4 – Expert

You can set the direction to develop a future state architecture aligned to strategy. You can influence relationships between organisational structures, processes, technology, people and skills within and outside of an enterprise, to achieve transition to the new state.

DDaT » Enterprise Architect

Enterprise Architect – Governance and assurance

You can understand technical governance. You can participate in or deliver the assurance of a service

4 – Expert

You can understand how technical governance works with wider governance (such as budget). You can assure corporate services by understanding important risks and mitigating them through assurance mechanisms.

DDaT » Enterprise Architect

Enterprise Architect – Making and guiding decision

You can make and guide effective decisions, explaining clearly how the decision has been reached. You can understand and resolve technical disputes across varying levels of complexity and risk.

4 – Expert

You can make and justify decisions characterised by high levels of risk, impact and complexity. You can build consensus between organisations (private or public) or highly independent and diverse stakeholders.

DDaT » Enterprise Architect

Enterprise Architect – Problem definition and shaping

You can look beyond the immediate problem and identify the wider implications across the whole enterprise. You can understand relevant historical context and future impact, and how current work fits in broader contexts and strategies. You can identify underlying problems and opportunities and carry out horizon scanning to identify future threats or opportunities.

4 – Expert

You can lead the design and implementation of strategy. You can direct the evaluation of strategies and policies to ensure business requirements are being met.

DDaT » Enterprise Architect

Enterprise Architect – Strategic design and business change

You can demonstrate a strong understanding of business issues, events and activities, and their short to long term impact. You can define principles, patterns, standards, policies, roadmaps and vision statements. You can effectively focus on outcomes rather than solutions and activities. You can develop, maintain or update strategy in response to feedback and findings.

4 – Expert

You can demonstrate a strong understanding of business issues, events and activities and their short to long term impact. You can define principles, patterns, standards, policies, roadmaps and vision statements. You can effectively focus on outcomes rather than solutions and activities. You can develop, maintain or update strategy in response to feedback and findings.

This job role profile was created in collaboration with BCS, using Role Model Plus. BCS is the professional body that has the responsibility of updating this job family.

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