Overview

Enterprise Architecture is a critical discipline for both strategic planning and effective execution. The Gartner Group identified that one of the biggest EA problems is the abundance of ineffective LEAD architects with cross-disciplinary skills. The LEAD Enterprise Architect certification program is developed for professionals that are leading Enterprise Architecture projects and teams.

It is designed to meet today’s cross-disciplinary requirements to lead teams in adopting a common and structured way of thinking, working and modelling across enterprise architecture, processes, services, value, information (application and data) and technology (platform and infrastructure).

The LEAD Enterprise Architect certification program modules uniquely combine classroom training with individual performance coaching and project coaching on the participant’s own selected company projects, enabling LEAD Enterprise Architects to lead Enterprise Architecture programs and efforts. Being able to adapt Enterprise Architecture concepts and modelling principles to organizational dynamics and culture is critical for successfully using Enterprise Architecture to transform the business with relevant, actionable guidance.

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

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

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 LEAD 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 LEAD Enterprise Architect the opportunity to become a Chief Enterprise Architect. A LEAD Enterprise Architect may also want to certify in other specialist areas, such as Transformation eXpert or Service eXpert.

Certificates and degrees

The LEAD 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 and Project Manager.
  • Directors: Head of Architecture, BPM or Transformation Owner, Business Owner, Information Owner, Process Owner, LoB Director and LoB Owner.

Registration

The certification program is offered as 4 different sessions of 5 days each – a total of a 20 days training program with ongoing individual performance coaching.

Enterprise Architect

  • 06-10 March 2017 – Sydney
  • 24-28 April 2017 – Miami
  • 16-20 October 2017 – Paris

Value eXpert

  • 15-19 May 2017 – New York
  • 04-08 September 2017 – Paris
  • 04-08 December 2017 – Tokyo

Information eXpert

  • 08-12 May 2017 – Paris
  • 28 Aug – 01 Sep 2017 – Hong Kong
  • 30 Oct – 03 November 2017 – Paris

Process eXpert

  • 08-12 March 2017 – Paris
  • 28 Aug – 01 Sep 2017 – Hong Kong
  • 30 Oct – 01 November 2017 – Paris

The individual registration program fee of €37,200 Euro (Excl. VAT) covers tuition, handouts, case materials, conference facilities and team building games. Not included are travel and accommodations.

This certification program includes:

  • 20 days of classroom training
  • 12 x 1.5 hours of digital pre-recorded sessions
  • Individual performance coaching during the course
  • 5 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.

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Learning Model

The LEAD Enterprise Architect certification program is based on four intensive classroom training models supported with in-depth Individual performance coaching on a selected project. The hands-on experience ensures that the enterprise architecture, business process, business value and business service management and modelling skills are applied within the following disciplines:

  • LEAD Certification Schedule - LEAD Enterprise Architect RoadmapStrategy 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, process, solution and technology requirements
  • Business and IT (application, data, platform and infrastructure) design
  • Focus on information development and configuration (solutions/projects)
  • Focus on pain points, bottlenecks and benchmarking
  • Focus on IT solution development, build, configuration and testing
  • Focus on business and IT issues and weakness clusters
  • Develop business, value, performance and IT standards
  • Develop process standardization
  • Ensure correct testing
  • Establish IT standards
  • Ensure IT and process integration
  • Ensure value and performance measurements
  • Maintain and optimize information solutions
  • Operate, maintain and optimize IT solutions
  • Apply continuous business and IT value and process improvements
  • Business Innovation & Transformation Enablement (BITE)
  • Capture value expectations and drivers
  • Define value innovation and transformation
  • Align business processes to operational goals
  • Process innovation based on operational objectives
  • Secure strategic alignment
  • Align architecture goals with requirements
  • 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 goals based on operational objectives
  • Develop EA standards and policies
  • Identify measurements and reporting needs
  • Define transformation needs
  • Link activities to business model transformation
  • 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 LEAD Enterprise Architect
  • Work with business owners, process owners and value stakeholders
  • Identify strategic business objectives (SBOs) and critical success factors (CSFs)
  • Identify and categorize process areas and groups
  • Analyze, design and implement business processes
  • Benchmark process maturity levels
  • Define value expectations and drivers
  • Define business, process and IT standardization and integration
  • Setup process measures and monitoring
  • Develop value guidelines and measurements
  • Ensure value reporting and decision flow
  • 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 information measures and monitoring
  • Develop information system cockpits, dashboards and scorecards
  • Deploy platform and infrastructure components and devices
  • Apply application roles, rules and compliance
  • Benchmark business and IT maturity
  • 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
  • Stakeholder
  • Strategy
  • Business Competency/Capability
  • Cost, Value, Performance and Operating
  • Service and Information
  • Process (BPMN), Process Transformation, Process Workflows, Rules, Objects, Performance, Measurement & Reporting, Owner, Roles, Media, Channels, Maturity, Requirements
  • Value Measurements & Reporting
  • Business Workflows, Rules, Requirements
  • Information Rules, Compliance, Measurement & Reporting, Services, Operating, Maturity, Interface, Screen Flow
  • Data Service, Maturity, Screen Flow, Interface
  • Technology Service, Rules, Maturity, Distribution, Virtualization, High Availability, Requirements
  • Solution Requirements
  • Business Case
  • Requirement decisions; business and IT value drivers, processes, tasks, events and gateways
  • IT solution options and decisions
  • Programming possibilities and decisions
  • Scenario decisions, value rules, value flows and measurements
  • Enterprise-wide
  • Specific value areas or groups
  • Specific process areas, groups or business processes
  • Specific business and information areas
  • 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.