Gartner identified that the single biggest Enterprise Architecture problem is having a Chief Architect who is an ineffective leader. Success in Enterprise Architecture is about people, political acumen, cross-disciplinary skills, perspective, pragmatism and performance. Building an effective Enterprise Architecture team remains a challenge for most organizations because of a shortage of collaborative people with the talents and personal skills required for Enterprise Architecture.

The Chief Enterprise Architect certification program has been especially designed to meet today’s cross-disciplinary requirements to lead teams and projects in adopting a common and structured way of thinking, working and modelling across transformation, innovation, enterprise architecture, value and performance, business processes, business services and information (application and data).

These tools enables the Chief Enterprise Architect to define the Enterprise Architecture process and the architecture review process as well as for leading the effective integration of these processes with other related business and IT processes.

The learning modules of this certification program uniquely combine classroom training with Individual Project Coaching on the participant’s own selected company projects. This enables the Chief Enterprise Architect to lead the effort to develop, maintain, govern and evolve the Enterprise Architecture program across the enterprise and to adapt Enterprise Architecture frameworks, methods, approaches, complimentary concepts and modelling principles to organizational dynamics and culture that are critical for successfully using Enterprise Architecture to transform the business with relevant, actionable guidance.

The program has been structured to build on the existing competencies of the participant while infusing a new way of thinking, working and modelling. This is where the participant applies the acquired modelling techniques in their related areas and disciplines.

At the end of this certification program, you will be able to:

  • Lead the creation or evolution of the Enterprise Architecture function and program, including the coordination of an appropriately balanced pursuit of enterprise business, information, technical and solution architecture viewpoints.
  • Understand, advocate and support the enterprise’s business and IT strategies — and participate in the strategy creation for a growing minority of cases.
  • Lead the identification and analysis of enterprise business drivers to derive enterprise business, information, technical and solution architecture requirements.
  • Analyze the current business and IT environment to detect critical deficiencies and recommend solutions for improvement.
  • Analyze industry, technology and market trends to determine their potential impacts on the enterprise’s strategy and architecture requirements.
  • Promote the Enterprise Architecture process, outcomes and results to the organization, including to the enterprise’s IT and business leaders.
  • Work effectively and efficiently within advanced decomposition and composition modelling principles.
  • Lead and facilitate the creation of governing principles to guide solution decision making for the enterprise.
  • Lead the development of an implementation plan for the Enterprise Architecture, based on business requirements and IT strategies.
  • Ensure that the optimal governance structure and compliance activities (such as handling waivers) are associated with Enterprise Architecture compliance.
  • Oversee Enterprise Architecture implementation and ongoing refinement activities.
  • Serve as the point of contact for all things relating to Enterprise Architecture.
  • Collaborate with program/project teams to reconcile solutions to architecture.
  • Identify organizational requirements for the resources, structures and cultural changes necessary to support the Enterprise Architecture.
  • Oversee the effective communication of all Enterprise Architecture artifacts.
  • Assess and communicate the successes and business value of Enterprise Architecture to key stakeholders.

The Chief Enterprise Architect certification program with Individual Performance Coaching is designed by the Global University Alliance.


The certification program is offered as 6 different sessions of 5 days each – a total of a 30 days training program with ongoing individual performance coaching.

Enterprise Architect

  • 12-16 March 2018 – Sydney
  • 23-27 April 2018 – Miami
  • 22-26 October 2018 – Paris

Value eXpert

  • 21-25 May 2018 – New York
  • 24-28 September 2018 – Paris
  • 3-7 December 2018 – Tokyo

Information eXpert

  • April 1 – May 4 May 2018 – Paris
  • 27-31 August 2018 – Hong Kong
  • October 29 – November 2 2018 – Paris

Process eXpert

  • 5-9 March 2018 – Paris
  • 17-21 September 2018 – Hong Kong
  • 10-14 December 2018 – Paris

Transformation eXpert

  • 26-30 March 2018 – Sydney
  • 20-24 August 2018 – Paris
  • 5-9 November 2018 – San Francisco

Service eXpert

  • 5-9 March 2018 – London
  • 13-17 August 2018 – New York
  • 5-9 November 2018 – Paris

The individual registration program fee of €55,800 Euro (Excl. VAT) covers tuition, handouts, case materials, conference facilities and team building games. Not included are travel and accommodations.

This certification program includes:

  • 30 days of classroom training
  • 18 x 1.5 hours of digital pre-recorded sessions
  • Individual performance coaching during the course
  • 7 certificates

If two or more participants from your organization are participating in this certification program, you will have the opportunity to use your own enterprise architecture models and thereby work on a personalized case for your company.

To request a customized or closed program, or if you have questions about registration or multi-attendee discounts, please contact us.

Individual Performance Coaching

It is only through coaching and building on the existing knowledge that competencies are gained and applied. The Individual Performance Coaching is an integrated element of the certification program to ensure that the frameworks, methods, models and modelling principles are customized, adopted and applied in a real-world project setting with a personalized action plan. The participants will discover how to drive forth fundamental changes within their organization and to achieve the objectives set in transformation projects.

Upon successful completion of this program, you will become a certified Chief Enterprise Architect.

Career path

Our curriculum is a professional and globally recognized career path built on international standards that are in use today. Our career path offers a certified Chief Enterprise Architect the opportunity to certify in other specialist areas, such as Technology eXpert or Change Management

Certificates and degrees

The Chief Enterprise Architect certification program is accredited as part of the Global University Alliance architecture program.

Who should attend

  • Specialists: Technology Specialist, Business Specialist, Software Engineer, Method Specialist, IT Programmer, IT Scientist, IT Analyst, IT Designer, IT Support Specialist and IT Consultant, Software Engineer and Information/Data Architect, Infrastructure Engineer, Software Programmer & Engineer, Network System Analyst & Network Support Specialist.
  • Consultants: Enterprise Architecture Consultant, Change Consultant, Business Consultant, Process Consultant, Service Consultant and Value Consultant.
  • Architects: Enterprise Architect, Business Architect, Transformation Architect, Service Architect, Head of Architecture, Technology Architect, Solution Architect, Application Architect, Process Architect, Service Architect and Information/Data Architect.
  • Managers: Business Manager, Transformation Manager IT Manager
  • Directors: Head of Architects, BPM Owner, Transformation Owner, Business Owner, Information Owner, Process Owner, LoB Director and LoB Owner.

Learning Model

The Chief Enterprise Architect certification program is based on six intensive classroom training modules supported with in-depth Individual Performance Coaching on a selected project. The hands-on experience ensures that the innovation, transformation, enterprise architecture, process, value, service and information (application and data) management and modelling skills are applied within the following disciplines:

  • LEAD Certification Schedule - Chief Enterprise Architect RoadmapInnovation: Business model innovation, competitive positioning, strategy development and modelling, service model innovation, revenue model innovation, value model innovation, channel development, social media development and innovation.
  • Transformation: Business model engineering and transformation, business competency/function duplication, business pain points, service ownership, continuous service improvement approach and operating model weakness clusters, performance bottlenecks, value model clusters as well as operating model re-engineering and renewal and cost model.
  • Strategy Modelling: Strategy matrix with strategic business objectives (SBOs), critical success factors (CSFs) and business competency groups and balanced scorecard map with strategic business objectives (SBOs), critical success factors (CSFs) and value and performance models.
  • Business Layer Modelling: Business model, service model, process modelling, business workflow, business and system measurements, scorecards, dashboards and cockpits.
  • Information Layer Modelling: Application component (e.g. logical/physical), application feature, functionality, task and service and data component, entity, service and system flow.
  • Technology Layer Modelling: Platform component (e.g. logical/physical), devices and services as well as infrastructure component (e.g. logical/physical) and infrastructure service.
  • Business Service Management: Service ownership, service roles, continuous service improvement approach and service level agreements (SLAs), service media and service channel.
  • Value: Value expectations and requirements (e.g. service, process, data etc.), value drivers (external and internal), value bottlenecks/value clusters, value measurements, value maps, matrixes and models, revenue model, value-based costing, value-based modelling as well as value management.
  • Performance: Performance expectations and requirements (e.g. service, process, data, etc.), performance drivers (external and internal), performance bottlenecks, performance measurements, business performance indicators (BPIs) and key performance drivers in performance maps, matrixes and models as well as performance management.
  • Measurements: Business measurements in terms of value and performance measurements as well as system measurements in terms of system key performance indicators (KPIs) and process performance indicators (PPIs), cockpits, scorecards and dashboards.
  • Service Modelling: Service flow with service provider and service consumer, service pain points, service weakness clusters/bottlenecks, service value clusters, service rules, service compliance, business service measurements and service modelling.
  • Service Measures: Service level agreements (SLAs), business service measurements and system service measurements.
  • Automated Services: Application services, data services, platform services, infrastructure services, service construct/delivery, service roles, service flow (service provider and service consumer) and automated service measurements.
  • Business Process Principles: BPR, Six Sigma, TQM and LEAN process tracking, process pain points and process bottlenecks.
  • BPMN 2.0: Process modelling notations, tasks, objects, activities, events, gateways and eXtended BPMN.
  • Process Monitoring: Identify, categorize and develop organizational process control and monitoring and link them to the organizational reporting (e.g. scorecards, dashboards and cockpits).
  • Value-based Process Modelling: Process mapping based on strategy and value principles and process value clusters.
  • Continuous Improvement Approach: Process ownership, process office, measurements, monitoring, continuous improvement approach and process change methods.


At the end of this program, you will be able to work effectively within our:

Way of Thinking

Focus Area Relation to Strategy
  • Identify business, IT, solution, technology, change, service, process, value and performance requirements
  • Business and IT (application, data, platform and infrastructure) design
  • Develop business, IT, service, value and performance standards
  • Focus on service and value issues and weakness clusters
  • Focus on information development and configuration (solutions/projects)
  • Focus on pain points, bottlenecks and benchmarking
  • Focus on IT solution development, build, configuration and testing
  • Develop process standardization
  • Ensure value measurements (across areas)
  • Ensure information in terms of application and data integration
  • Ensure correct testing
  • Establish IT standards
  • Ensure process, IT and service integration (across business areas)
  • Enable service renewal
  • Ensure organizational change management
  • Apply continuous business value and process improvements
  • Operate, maintain and optimize IT solutions
  • Business Innovation & Transformation Enablement (BITE)
  • Capture corporate transformation strategy
  • Define value innovation and transformation
  • Link service model to service strategy
  • Align business services to business goals
  • Process innovation based on operational objectives
  • Link activities to business model transformation
  • Secure strategic alignment
  • Align architecture goals with requirements
  • Service innovation based on critical success factors
  • Define critical transformation success factors
  • Identify innovation and transformation needs and wants
  • Link service construct to business model transformation
  • Capture value expectations and drivers
  • Define value innovation and transformation
  • Define change needs and wants to strategic alignment
  • Align business processes to operational goals
  • Align value drivers to business strategy
  • Define enterprise architecture objectives
  • Develop solutions based on business/IT requirements
  • Define solution functions linked to business functions
  • Develop solution goal based on operational objective
  • Develop EA standards and policies
  • Identify measurements and reporting needs
  • Define transformation needs
  • Process Innovation based on operational objectives
  • Link business KPIs to system KPIs
  • Ensure correct information reporting in terms of reports, cockpits, dashboards and scorecards

Way of Working

Tasks & Services The needed skill for abstraction level for a Chief Enterprise Architect
  • Work with business owners, service owner, process owners and value stakeholders
  • Identify strategic business objectives (SBOs) and critical success factors (CSFs)
  • Identify and categorize process areas and groups
  • Identify stakeholder performance and value expectations
  • Identify service flows (providers and consumers)
  • Identify level of change management need
  • Develop value guidelines and measurements
  • Ensure value reporting and decision flow
  • Analyze, design and implement business processes
  • Benchmark process and service maturity levels
  • Service construct and delivery
  • Service level agreements (SLAs) and service measurements
  • Setup process measures and monitoring
  • Create or optimize service channels
  • Develop service tiers
  • Improve revenue, service and value model
  • Optimize cost, operating and performance model
  • Innovation and transformation maturity
  • Define value expectations and drivers
  • Define business, process and IT standardization and integration
  • Define service media
  • Define application, data, platform and infrastructure components, rules, compliance and security
  • Define application components and modules
  • Define information and data objects and system flow
  • Develop information software function, task and services
  • Design system measurements and reports
  • Select application functions, tasks and services
  • Select platform and infrastructure devices
  • Develop system cockpits, dashboards and scorecards
  • Develop application and data functions, tasks, services, flows, channels and media
  • Develop platform and infrastructure services, channels and media
  • Build application roles, rules and compliance
  • Define information rules (application and data)
  • Ensure information compliance to government, business rules, process and service rules
  • Develop application/data flow
  • Enable information channels and media
  • Enable devices to work with information
  • Set up process and information measures and monitoring
  • Deploy platform and infrastructure components and devices
  • Apply application roles, rules and compliance
  • Benchmark business and IT maturity
  • Enable value identification, creation and realization
  • Concrete (tangible, existing and actual)
  • Conceptual (theoretical, abstract and intangible) high level description of the logical
  • Context (situation, milieu/environment and perspective)
  • Descriptive and Specification (explanation, depiction/sketch and portrayal often using a map, matrix and/or model)
  • Design (plan, intend and aim)
  • Execution (completing, performing and realizing)

Way of Modelling

Define, develop and create the following maps, matrices and/or models: Decisions Scopes
  • Forces & Drivers
  • Change & Transformation Drivers
  • Stakeholder
  • Strategy
  • Business Competency/Capability
  • Revenue, Cost, Value, Performance and Operating
  • Business Workflow, Rules, Requirement, Value Measurements & Reporting
  • Service, Requirement, Workflow, Object, Performance, Measurement & Reporting, Owner, Roles, Media, Channel, Maturity and Transformation
  • Process (BPMN), Workflow, Rules, Object, Performance, Measurement & Reporting, Owner, Roles, Rules, Media, Channel, Maturity, Transformation and Requirement
  • Information (application and data) Requirement, Roles, Rules, Compliance, Measurement & Reporting, Service, Operating, Maturity, Screen Flow and Interface
  • Information Rules, Compliance, Measurement & Reporting, Services, Operating, Maturity, Interface, Screen Flow
  • Technology (platform and infrastructure) Requirement, Roles, Rules, Service, Operating, Maturity, Virtualization, High Availability, Distribution
  • Technology Service, Rules, Maturity, Distribution, Virtualization, High Availability, Requirements
  • Business Innovation & Transformation Enablement (BITE) Method
  • Information Innovation & Transformation Enablement (BITE) Method
  • Technology Innovation & Transformation Enablement (BITE) Method
  • Solution Requirements
  • Business Case
  • Requirement decisions; business and IT value drivers, processes, tasks, events and gateways
  • Scenario decisions; value rules, flow and measurements
  • Service construct decisions, service scenario decisions (rules, flow and measurements)
  • Service tier decisions
  • Innovation decisions; value innovation and renewal
  • Transformation decisions; effectiveness, efficiency, optimization and improvement
  • IT solution options and decisions
  • Programming possibilities and decisions
  • Enterprise-wide with service renewal and information modelling
  • Specific transformation area
  • Specific value, process and service areas or groups
  • Specific business and information areas
  • Transformation programs
  • Specific service solution
  • Transformation and service projects
  • Process projects and value/performance projects
  • Process solutions, information solutions and value/performance solutions
  • Process projects, value/performance projects and information projects (e.g. software projects, business intelligence projects)
  • Value/performance flows, process flows, information and data flows

The Enterprise Architecture Management Lifecycle

In the context of Enterprise Architecture, the course participant will learn to think and split their work into the relevant lifecycle phases. The lifecycle thinking is vital as it represents the course of developmental changes through which the Enterprise Architecture and many other relevant objects and artifacts change in terms of innovation and/or transformation as it passes during its lifetime. From analysis, design, construction (build), implementation and deployment to continuous improvements.

The Enterprise Architecture Management Lifecycle consists of sets phases and steps across several domains, in which each phase uses the results of the previous one. It provides a logical sequence of activities that allows the LEAD Enterprise Architect to plan, design and execute Enterprise Architecture operations.

Enterprise Architecture Management Lifecycle

Example of an Enterprise Architecture Management Lifecycle.