LEAD Enterprise Architect

Enterprise Architecture (EA) 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 EA 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 EA programs and efforts. Being able to adapt EA concepts and modelling principles to organizational dynamics and culture is critical for successfully using EA 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.

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:

  • 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.
  • Application Layer Modelling: Application component (e.g. logical/physical), application feature, functionality, task and service and data component, entity and 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.

LEAD Certification Schedule - LEAD Enterprise Architect Roadmap

Following every 5 days of classroom training, each participant receives 0.5 days of Individual Performance Coaching on a selected project.

Individual Performance Coaching

It is only through coaching and building on the existing knowledge that competencies are gained and applied. The Individual Performance Coaching (IPC) is an integrated element of the LEAD Enterprise Architect certification path to ensure the frameworks, methods, models, modelling principles are customized, adopted and applied in a real-world project setting with a personalized action plan. The participant 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.

Value Of This Certification Program

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

Way of Thinking

Focus Area

  • 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 value 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 measurements (across areas)
  • Maintain and optimize information solutions
  • Operate, maintain and optimize IT solutions
  • Business Transformation & Innovation Enablement (BITE)
  • Apply continuous business value and process improvements

Relation to Strategy

  • 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 goal 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 goal based on operational objective
  • 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

Task & Services

  • Work with business owners, process owners and value stakeholders
  • Identify strategic business objectives (SBOs) and critical success factors (CSFs)
  • Identify and categorize process area and group
  • 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

The needed skill for abstraction level for a LEAD Enterprise Architect

  • Concrete (tangible, existing and actual)
  • Context (situation, milieu/environment and perspective)
  • Conceptual (theoretical, abstract and intangible) the high level description of the logical
  • 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

A LEAD Enterprise Architect defines, develops and creates the following maps, matrices and/or models:

  • Forces & Drivers
  • Stakeholder
  • Strategy
  • Business Competency
  • Cost, Value, Performance and Operating
  • Service and Information
  • Process (BPMN)
  • Process Transformation
  • Process Workflow, Rules, Object, Performance, Measurement & Reporting, Owner, Roles, Media, Channel, Maturity, Requirement
  • Measurements & Reporting
  • Business Workflow, Rules, Requirement
  • Value Measurements & Reporting
  • 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, Requirement
  • Solution Requirement
  • Business Case


  • Requirement decisions; business and IT value drivers, processes, tasks, events and gateways
  • IT solution options and decisions
  • Programming possibilities and decisions
  • Scenarios decisions, value rules, value flow and measurements


  • Enterprise-wide
  • Specific value area or group
  • Specific process area, group or business process
  • Specific business and information area
  • Process solution, information solution and value/performance solution
  • Process project and value/performance project
  • Process projects and information projects e.g. software projects, business intelligence projects
  • Value/performance flow, process flow, information and data flow

Way of Governance

The Way of Governance is the act of governing what exist or in the process of getting developed/deployed. The Way of Value Governance is therefore an essential part of developing a holistic and integrated value approach to verify and ensure value identification and creation for the organization.

Value Lifecycle

In the context of value and process modelling principles, the course participant will learn to think and split their work into the relevant value lifecycle. The lifecycle thinking is vital as it represents the course of developmental changes through which the value components evolve in terms of innovation and/or transformation as it passes during its lifetime. From value planning, value identification, value creation and value realization. It is however important to consider that the value lifecycle is often combined with other lifecycles e.g. process and or application:

LEADing Practice Value Lifecycle

LEADing Practice Value Lifecycle

The LEAD Enterprise Architect can thereby work with the value lifecycle and its different set of steps/phases in which each phase uses the results of the previous one. It provides a sequence of phases and activities that interact with other objects and artifacts to identify create and realize the needed value.

LEADing Practice Enterprise Value Architecture

LEADing Practice Enterprise Value Architecture

Process Lifecycle

In the context of process modelling principles, the course participant will learn to think and split their work into the relevant process lifecycle. The lifecycle thinking is vital as it represents the course of developmental changes through which the process components evolve in terms of innovation and/or transformation as it passes during its lifetime. From process analysis, process design, process implementation and continuous process improvements.

LEADing Practice Process Lifecycle

LEADing Practice Process Lifecycle

Thereby the process lifecycle consists of a set of steps/phases in which each phase uses the results of the previous one. It provides a sequence of phases and activities for process experts and Business Architects.

Enterprise Architecture Lifecycle

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

LEADing Practice Governance & Continuous Improvement Approach

LEADing Practice Governance & Continuous Improvement Approach

Thereby the Enterprise Architecture lifecycle consists of a set of steps/phases in which each phase uses the results of the previous one. It provides a sequence of phases and activities for a LEAD Enterprise Architect.

Information Lifecycle

In the context of information modelling principles, the course participant will learn to think and split their work into the relevant lifecycles e.g. information, application and data. The lifecycle thinking is vital as it represents the course of developmental changes through which the information evolves in terms of innovation and/or transformation as it passes during its lifetime. From information analysis, information strategy, information component, information tasks and information service definition (application/data), information operations, improvements and changes. The Information Lifecycle (ILC) thereby consists of a set of steps/phases in which each phase of the ILC uses the results of the previous one. It provides a sequence of phases and activities for information experts and information/solution architects.

The ILC adheres to important phases that are essential for the mentioned roles developers, such as information analysis, information strategy/planning, information design, and information implementation as well as continuous information improvements e.g. application optimization data harmonization etc. Today some Information lifecycle models have been created, such as ITIL v2 and v3, which is the Application and Service Lifecycle Concept that concentrate only very little on the maturity and architectural aspects of information. The LEADing Practice Information Lifecycle concept interlinks and can be integrated with the mentioned Lifecycles; it does however focus on all information aspects from requirements, maturity, modelling to architecture:

  1. Information Analysis & Strategy: The phase where ones information strategy is defined based on the business and information requirements e.g. business needs and wants, as well as business and information demands. Then information goals and detailed requirements are defined, information choice clarified; through blueprinting the information maps, matrix and models are developed.
  2. Information Design: The phase where one initiates, aligns, arranges, categorizes, charts, defines, determines, quantifies, drafts, outlines and designs the information concept. The information design phase considers the identified business requirements and the specific design considerations for information components (e.g. logical/physical), information modules, information features, information functions, information tasks and information services.
  3. Information Build & Test: The phase where one creates, sets up, builds, integrates, standardizes, harmonizes, consolidates as well as tests the information solutions. Furthermore information standardization as well as information integration and interface e.g. API is considered.
  4. Information Implementation and/or Deployment: The phase where one launches, implements, executes, deploys, activates, completes, concludes and transitions the information to execution (go live).
  5. Information Operation: The phase where the information is managed in terms of their components, services, incidents/issues and information change request fulfillments, etc.
  6. Continuous Information Improvement: The phase where one improves the existing information operation, evaluates, adjusts, alters, amends, changes, corrects, eliminates, enhances, increases, modifies, optimizes and/or excludes specific information parts.

At the end of this program, you will be able to work effectively and efficiently within advanced information decomposition and composition modelling principles. In information modelling, these are for the most the following 17 areas with specific modelling rules:

  1. The business uses through its business competencies the application task, functions and application and data services. This combination together with the right business model will reduce cost, improve operation in terms of effectiveness and efficiency and support revenue growth.
  2. Business goals and requirements will dictate the goals and requirements for the information usage. Business objectives, performance expectation and performance indicators can be measured within applications and data.
  3. Business services can be (partly) delivered and/or consumed by application features, application functions, application tasks and application and data services. The mentioned parts of the information are subject to the relation between business service provider and consumer, to the business service construct / delivery and to whether it is a main or a supporting business service.
  4. Application services automate business process steps. Application tasks automate process activities. These can be executed as preprogrammed, as reaction to specific events, as well as based on business decisions, such as gateways. The data relevant for the business decisions can be found in reports, cockpits, dashboards and/or scorecards.
  5. The information flow are designed to follow several flows in the business, such as reporting flow, service flow, process workflow, application workflow, data flow and scenarios.
  6. Application functions, tasks and services can be measured themselves (system measurements, service measurements) as well as delivering measurements for several business reporting (business performance indicators, key performance indicators (on strategic, tactical and operational level), service level agreements, process performance indicators) to scorecards, dashboards and cockpits.
  7. Application functions, tasks and services make use of business, information and data objects. An application uses, modifies, and/or produces data on several hierarchical levels: application component/module with data component, application function with data object, application service with data service and application task with data entity.
  8. The enacted business roles performed through its process steps and activities have to be supported by the roles of the application functions, tasks and services.
  9. Different owners can be recognized when dealing with information. All owners have specific responsibilities, which result indifferent demands and wishes of various aspects of the information. There are owners with responsibilities concerning business, process, service, value, performance, information, application, data, platform, infrastructure, security and compliance.
  10. Several rules, which apply to services, processes, applications, data and security have to be adhered to and embedded in the different parts of the information rules.
  11. When designing, building, implementing, updating, working with and terminating application functions, tasks, and application and data services several policies, guidelines, standards, regulations as well as issues of governance controls, risk management, audit, evaluation, security and monitoring must be taken into account in order to be compliant.
  12. Information modules, functions, tasks and services need to support different business and technology channels. The business channels can either be a marketing, sales, distribution, service or other channels; the last technology channels can be communication, digital image/screen, programming, broadcasting, I/O or audio channels.
  13. The data entities and services are used by the application functions and services.
  14. Application functions, tasks and services can be media as communication or media used in a computer. The communicating media can be advertising, broadcast / electronic communication networks, digital, electronic, mass, print, recording, social media, media store, multimedia and hypermedia; the computer media can be data storage devices, application software or other computing media.
  15. A platform is used to enable an application on several hierarchical levels: platform component enables application component, platform service enables application service and platform service element enables application task.
  16. The application components and modules reside on infrastructure components. Infrastructure services support the platform, data and application services.
  17. The business service is automated by the application service, data service, platform service and infrastructure service.

The mentioned information modelling principles and rules are a part of the curriculum and participants will be able to model the information throughout the entire information lifecycle.

Career Path

Our curriculum is a professional and globally recognized career path built on international standards that are in use today. Our career path is developed to meet professionals’ and organizations’ need for cross-disciplinary competency creation and development. Based on a combination of the eXpert core modules, participants are offered the opportunity to specialize even further and certify in the Chief Enterprise Architect discipline.

Target Audience

The LEAD Enterprise Architect certification program has been designed for professionals who are leading IT projects and aspiring to become LEAD Enterprise Architect in the cross-disciplinary areas of Enterprise Architecture, Value, Process and Information. The professional experience required in the relevant architectural disciplines is estimated to be within 3-10 years:

  • eXpert: Transformation eXpert, Value eXpert, Service eXpert and Process eXpert.
  • Consultant: Enterprise Architecture Consultant, Change Consultant, Business Consultant, Process Consultant, Service Consultant and Value Consultant.
  • Architect: 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.
  • Manager: Business Manager, Transformation Manager, IT Manager and Project Manager.
  • Director: Head of Architecture, BPM or Transformation Owner, Business Owner, Information Owner, Process Owner, LoB Director and LoB Owner.

Price €37,200 Euro (Excl. VAT)

This certification program includes:

  • 12 x 1.5 hours of digital pre-recorded sessions
  • 20 days of classroom training
  • 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.

Location & Dates

Enterprise Architecture eXpert certification dates:

04-08 June 2016: Ottawa, Canada
12-16 September 2016: Washingston DC, USA
17 - 21 October 2016: Sheffield, United Kingdom

Value eXpert certification dates:

08-12 February 2016: London, United Kingdom
26-30 September 2016: New York, USA

Information eXpert certification dates:

11-15 January 2016: San Francisco, USA
10-14 October 2016: Berlin, Germany

Process eXpert certification dates:

30 Oct - 04 December 2016: Stockholm, Sweden
25-29 April 2016: Amsterdam, Netherlands
10-14 October 2016: Saarland University
14-18 November 2016: Chicago, USA

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